SNCF Case Study: Sustainable Procurement Transformation

This case study examines the transformation of Société Nationale des Chemins de fer Français (SNCF), France's national railway company, towards sustainable procurement. The study details the challenges, objectives, and implementation processes undertaken by SNCF to establish a world-class purchasing department. Key figures like Pierre Pelouzet and Olivier Menuet spearheaded the initiative, focusing on strategic tools, atmosphere, and administrative plans to enhance governance and address supplier issues. The case highlights the timeline of events, from SNCF's founding to the implementation of new procurement strategies, and outlines the project's objectives, including cost savings, improved service, and reduced carbon emissions. The study emphasizes the importance of change management, employee motivation, and supplier relationships in achieving sustainable procurement goals, with the ultimate aim of creating a more efficient and environmentally responsible supply chain. The analysis includes a discussion of the 'Impressionist's Approach' and the use of a simple dashboard for SD operations, and concludes with a discussion of the outcomes of the implementation, including an evaluation of customer facilities, supplier quality, and dynamic development. The case study highlights the importance of empowerment, focus, and the need to address established practices in order to achieve successful procurement transformation.

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SNCF CASE STUDY
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CASE SUMMARY:-
The SNCF is France's domestic nationalized railway company. SNCF mainly controls
France’s national rail transportation along with Monaco, containing the TGV. SNCF is France's
high rapidity rail system. The full form of the SNCF is Société Nationale des Chemins de Fer
français. SNCF officers wanted to apply a more developing maintainable obtaining process.
With universal guidance and sustainability viewpoint, this situation uses SNCF, a nationalized
railway and municipal service corporation created in France. Which is to set the period for an
investigation of modification administration in an enormous corporation. It also permits for a
survey of supportable progress within the framework of a large corporation. This case represents
the organization's complete approach to accept maintainable performs. SNCF Chief Officer was
spending some times for understanding then he arranges meetings with the thirty-five purchasing
managers. CPO created modern program strategy, which is called SynergiA.
SNCF officer wanted that every manager should be very much loyal and dedicated to
their job duty. He builds some new policy which is the most significant part of sustainability
procurement systems. SNCF spends in around 12 billion euro for buying train, cleaning,
catering, modern rail stations and energy. AT the first of joining Menuet was very much busy for
document handling. After that, his role is very much new because Menuet plays an advisory role
in railways buyers. But his team observe the vendors are improving for short term gains but
generate long term losses. Then he tries to change the process model and create the development
actions of sustainability. He proposed the higher authority that if he was the director of this
Development, then he creates a good impact. Sustainability and solidarity made for each other if
people know about solidarity, then it is developed as soon as possible. One is the crucial thing
Menuet has a personal story around solidarity. Vice president Menuet built a team of 98

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department people who are involved procuring of SNCF. For this reason, he recruits the
philosophy officer outside the association. Catherine Wolff is this recruiting business
administrator said that the organization supplier is not so right for their job. These is the time to
change of supplier handling procedure for organization’s enhancement. After this clear
statement, the vice president creates some good impression on maintainable Development. The
target of Menuet is mainly SNCF buyer, Products description and supplier details. For SNCF
enhancement Vice president build three internal pillars like strategic tools, atmosphere, and
administrative plan. This three-pillar mainly works at the Development of the governance
strategy of SNCF, identifications of employee disability, and prevention and impression side of
gaining.
The massive mainstream of French economy 90% was making on businesses with less
than five hundred staffs, yet there were no rules to defend local contractors. Vice president saw
contribution chance to minor local industry as part of SD and required in this action. Pelouzet
and Menuet used a simple dashboard for SD operations. Twenty-nine branches were giving a
percentage between 0 to100% best of the yearly maintainable standards. Sustainable
Development minister Natalie presented the honour to Vice president for the outcome of
sustainability procurement. Chief and vice president works hard; then this procurement creates
good structure. Without the impersonator, these methods are not complete because they were
painting through colour spots and strokes.
Justification and description:-
SNCF Case studies are used in strategy investigation to analyse a phenomenon of
sustainability implementation, to produce suggestions, and to authenticate a technique. This case
study is very much crucial for the France economy because it is the large scale development of

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SNCF. Impersonator's Method is very much helpful because they discuss the model changing,
vendors changing and target procedure. This case study is justified about the large scale change
management systems, and also they printed the structural calculation for maintainability
development. At the end of this case study, the impressionist analyses some performance which
is related to the customer facilities, supplier quality and dynamic Development. According to the
VP, Without the Impressionist's evaluation, this case study is not sufficient. The observable
matters of this case study are the modern implementation of Sustainability procurement. Mainly
Pelouzet wants to improve sustainability, and Menuet implements this thinking practically. The
team of Menuet first identify the change management systems and vendor’s issues. After the
identification, this team works very hard for new model development. The French minister was
awarding this team for positive Development. If in future SNCF team makes some good strategy
for communication and revise some engineering specification, So it is suitable for the
Sustainable Development.

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Timeline:-
Case About: - To implement an impressionist’s approach to transformation of Sustainable
Procurement at SNCF
Timeline:-
1938:- SNCF founded.
1980:- procuring function in most organizations was measured provisioning and SNCF
employees could be continue working
1985:- Minimum 400 people of SNCF’s gaining were relocated in Lyon.
1990:- Menuet earned Engineering degree.
2007, September: - SNCF employed Pelouzet as a CPO of SNCF
2007, December: - CPO invited Meunet and offered for a job in SNCF.
2008:- Guillaune Pepy had been head and CEO in SNCF.
2008, June: - Menuet hired one Philosophy professor Catherine Wolff.
2009:- One of the most communal alteration occurred
2010:- SNCF had sold up to 40 million euro of excess
2010, December:-Head of the SNCF compared with 156 commercial organizations across 27
states of EU.
2011:- CPO and VP had attained excessive strides in implementing sustainable procurement.
2011:- SNCF carried likely 10 million travelers on local trains.
2011:- 29 divisions were executing sustainable procumbent exercise at different levels.
2012:- Department Split between headquarters Paris and Lyon.
Project Objective:-

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 To Implement more aggressive procurement process
 To create good facilities of SNCF services like save timing and security.
 To Changes some strategic direction of SNCF
 To have personalised defence suitable to every operator's necessities
 To subsidize the construction of social charge
 To control the community influences
 To reduce the emission of carbon-di-oxide
Challenges:-
 Issues of the new policy maintaining
 Employees not satisfy this strategy
 Rises undocumented workers
 Disconfirming Information
Project Implementation Process:-
 Large scale change management
 Creates good connections between employees and higher authority.
 Increase the rail traffic management
 Implement the new business values
 Motivated the employees for economic strategy increment.
 Change the supplier for quality improvement.
Takeaway:-
 Great confidences for the rail traffic administration structure in EU.
 Rail corporations are already proposing a larger variety of digital facilities to their clients
 Computerized train procedures are the future

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 Increased the sustainability procurement purchases

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References:
Yemen, G., Kamin, R. and Delchet-Cochet, K., Sustainable Procurement at Sncf: An
Impressionist's Approach to Transformation.