Implementing digitized workflows for procurement, expedition, and reception processes resolved numerous challenges and problems for Pomerleau.
Pomerleau's rapid nationwide expansion exposed the inefficiencies in the company's traditional procurement methods. Jobsite teams previously had to manually request equipment and materials over the phone, resulting in delays and errors. Furthermore, orders were recorded using carbon paper and passed through numerous hands, which complicated back-order management and communication.
Firstly, it significantly boosted efficiency by automating manual tasks such as order processing and inventory management, reducing labor costs and minimizing errors. It also facilitated knowledge transfer within our internal logistics team, centralizing data and enabling streamlined decision-making as well as enhanced collaboration with stakeholders, thereby boosting operational efficiency and adaptability at Pomerleau.
Real-time visibility into inventory levels and order statuses allowed for proactive decision-making and better resource allocation, ultimately improving operational throughput. In addition, costs were reduced through streamlined operations and better resource management. Digital systems also facilitated compliance with regulatory requirements and simplified auditing processes by providing accurate, readily accessible data in ServiceNow using filters and dashboards. Scalability was enhanced as digital workflows could handle increased transaction volumes and operational complexity more effectively. This scalability supported Pomerleau's business growth without compromising efficiency or service quality. Overall, these improvements led to higher customer (job sites) satisfaction.
It enables the site superintendent to send materials and equipment requests to the internal logistics team. The requests then create tasks for the logistics team to the right people, based on what’s on the request and availability of it.
Centralizes information on jobsites needs, enabling savings on:
The accountability of procurement spending was also a problem that we resolved with the solution. The phasing of the spend was communicated by the superintendent, who sometimes has no idea of the right cost center where they need to put the expense. It then required a lot of support and rearrangement from the accountability teams, to adjust the transaction record. With this new tool, the project manager has the possibility to “approve” or modify the phase where a procurement expense needs to be recorded.
It also helps better governance in procurement processes for jobsite and a better overview on what’s coming on site and when, which helps the planning as well.
