This is how we're working smarter.

We are creating a culture where we think outside the box, question the way we do the things we do, and look for innovative ways to work smarter and spend smarter.

Vendor optimization achieves $5.3M in savings

Since late 2009, we've increased the value we receive from our vendors. In 2012, we achieved $5.3 million in savings on the purchase of goods and services; primarily through creating greater competition in the marketplace for the money we spend and negotiating lower prices for goods and services purchased across the organization.

We call our teamwork approach ‘the culture of negotiation,’ and it’s something we’re always striving to grow. The success of one group encourages the success of others, and ultimately, the program itself.

This is more than negotiating lower prices with current vendors. We’re looking to find savings by exploring new ways of doing things, building relationships with new vendors and making better decisions. 

Some examples of optimized spending include:

• Being creative and finding vendors in different parts of the world, states or provinces that provide similar products at lower prices than an original equipment manufacturer
• Developing lists of material and products that can be purchased from one vendor for multiple locations rather than multiple vendors (spend aggregation)
• Negotiating lower pricing for goods and services and establishing annual rebate programs from vendors

“What I find particularly encouraging about Vendor Optimization is that these savings are all driven by our employees,” says Darcy Trufyn, Senior Vice-President, Operations, Engineering and Construction. “Every dollar we realize comes from someone taking the initiative to ask for more, to explore new approaches, and not settling for what might be easiest. That’s the ultimate testament to our people strength.”

Our largest cross-functional project - successfully implementing our Enterprise Resource Planning system

At the beginning of 2013, we overhauled and implemented our Oracle Enterprise Resource Planning (ERP) system, which is management software that allows our organization to integrate various aspects of our business (e.g. Finance, Human Resources, Procurement) into one system. After 15 months of planning, implementing and targeted training, we had a successful ‘go live.’

A dedicated cross-functional team throughout the organization was responsible for the successful launch of this new system. In addition to team leads responsible for each core process, an executive steering committee, a leadership team and a stakeholder committee assisted with the change management and company-wide communication. Over 35 courses were delivered to more than 600 employees.

We now have a Centre of Excellence to support and sustain the ERP system and process changes.

In May 2013, the team was awarded the 'Project of the Year' by the Project Management Institute (Northern Alberta chapter).  

"Over the past 15 years, Impac has been working in the ERP industry, and the project at Capital Power is one of the most successful that we have been a part of. In spite of a very aggressive schedule and complex changes to business processes, the project was completed on schedule and is delivering the planned business benefits. The Capital Power team, from the executive to the project team members, were exceptionally capable and delivered their work in an energetic and professional manner."

Decreasing paper waste by changing the way we print

We moved our Alberta offices to centralized ‘follow me’ printing – a system where employees access their print jobs from any printer in any office with a swipe of their ID card. This change saved over 185,000 printed sheets per month and decreased the average monthly printing by approximately 35% in 2012.

All our sites, except two plants that will be completed in 2013, have moved to ‘follow me’ printing as a result of the success in our Alberta offices.