MINING the individual sites overseeing the execution . Specifically , the Supply Chain team meets regularly with senior management , corporate and finance to talk about the potential spend over the next 12-24-month period , and define sourcing opportunities . From there , a decision is made about whether an opportunity exists for a single site , a regional opportunity – taking in three to four mines or a global opportunity .
“ We then report back to the operations , because that ’ s where most of our purchasing takes place . To a large extent , we ’ re able to provide what each site is going to target in terms of spend , and what their respective savings targets are going to be for the following year and the year after . Sites know their goals and what opportunities they can leverage ,” Ghuldu comments .
The transformation has also been built on access to market intelligence , with professionals communicating regularly with Goldcorp about global trends , commodity performance and how foreign exchange rates might impact a project or an initiative .
“ When we are sitting across from our suppliers , we are now equipped with more knowledge of the broader
“ We have been able to achieve in 18 months what companies going at it alone might take seven or eight years to achieve ”
— Rishi Ghuldu , Vice President of Supply Chain & Asset Management
picture and of the supplier base , which greatly impacts how the negotiation takes place and how we are able to drive results .”
“ As we were designing our future state , we wanted to avoid creating the best Supply Chain in the world but rather the best Supply Chain for Golddcorp ; thus not aiming for functional excellence but for business excellence .”
The transformation has truly increased the spotlight on the company ’ s Supply Chain planning and execution , in turn making the function an integral part of Goldcorp ’ s wider goals .
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