Betty Sweetman brought her rich experience in leading large-scale transformation programs to her role at General Electric. 

Over the last four years, she developed a comprehensive strategy, consolidated spend into a defined supply base, and introduces two buying channels. Putting Sweetman’s latest accomplishment into perspective, the category consists of billions in spend spread across three sub-categories, eight different businesses in 30 countries, and 100+ ERP systems.

Sweetman’s effort began with a three-year road map based on SIA’s maturity model. In order to achieve this vision, she formed a team of SMEs capable of evolving GE’s CW program. She built relationships with business sourcing teams and key supplier partners, and has infused category management tools into strategy development. “Understanding the external forces and technology solutions impacting the contingent workforce as well as partnering with our preferred suppliers are essential components of our CW program,” she says.    

The team introduced two buying channels built to optimize GE’s buying leverage – MSPs for temp labor and an in-house process to competitively bid for engineering and BPO SOWs and other categories with similar SOW engagements.  Both buying channels have consolidated GE’s supply base into fewer preferred suppliers, increased access to a broader pool of potential contingent workers, improved productivity of the fulfillment process, and offer better data to manage the program for GE’s businesses.  

By taking this approach, the category and business sourcing teams working together were able to double hard savings in 2018 over previous years.  With GE is undergoing rapid change, Sweetman continues to look for ways to create value while mitigating risk.