Improving procurement performance and extracting more value from existing systems
Hastings Technology Metals engaged Solution Minds Consulting (SMC) to review how effectively its existing systems, processes and controls supported the end-to-end Purchase-to-Pay (P2P) process.
While core systems were already in place, outcomes were falling short. As the organisation continued to grow, leadership needed clearer visibility, stronger governance and confidence that procurement and finance operations were performing as intended.
SMC delivered an independent Review and Optimise engagement, focused on improving performance and extracting more value from existing technology, data and ways of working. At the time of the engagement this process was referred to as Review and Strategise.
Key observations
- Manual approvals, workarounds and double-handling across the P2P lifecycle
- Limited reporting capability, with reliance on spreadsheets for budgeting and forecasting
- Configuration and usage issues across procurement, vendor management and accounts payable
About Hastings Technology Metals
Hastings Technology Metals is an ASX-listed Australian rare earths company with major development projects in Western Australia, including Yangibana and Brockman.
The organisation uses Pronto Xi as its core enterprise resource planning (ERP) platform and Cognos Analytics for business intelligence. As Hastings progressed its development roadmap, procurement, finance and reporting processes needed to scale without increasing risk, cost or operational friction.
Stats
- 30–50% reduction in manual effort identified across approvals, receipting and AP processing (through process and configuration improvements).
- 6+ governance gaps clarified and documented, strengthening control, visibility and accountability.
- 15+ practical optimisation opportunities prioritised for immediate uplift without system replacement.
When systems exist, but outcomes fall short
As Hastings’ operations grew in scale and complexity, traditional purchasing approaches were no longer delivering the required outcomes.
Key challenges included:
- Heavy reliance on manual approvals and document handling
- Inconsistent or undocumented procurement and finance procedures
- Budgeting, forecasting and contract management managed outside core systems
- Limited use of automated controls and system notifications
- Capability and training gaps resulting in under-utilisation of Pronto Xi and Cognos
These issues increased operational risk and limited leadership’s ability to gain timely insight or improve performance without launching another major change program.
SMC Solution
SMC delivered an independent Review and Optimise engagement across the full Purchase-to-Pay lifecycle.
Rather than recommending immediate system replacement, the engagement focused on understanding how work was actually being performed and why existing capability was not delivering expected outcomes. The objective was to provide clear visibility of current performance, identify practical improvement opportunities and build confidence around what to fix, what to leave and what to change.
Capabilities applied:
- Business Process Review & Optimise
- ERP Review & Optimise
- AI Capability Assessment & Awareness Uplift (future-state consideration)
The review examined people, process, technology and data, with a focus on extracting more value from existing systems before considering broader transformation.
Review and Optimise approach across Purchase-to-Pay
SMC followed a structured, pragmatic Review and Optimise approach designed to support clear decision-making and near-term improvement.
1. Business process review
Current P2P processes were mapped across requisitioning, purchasing, goods receipting, invoice approvals and accounts payable. This identified inefficiencies, manual workarounds and governance gaps impacting performance.
2. ERP review and optimisation assessment
SMC examined how Pronto Xi was configured and used day to day, identifying configuration, process alignment and adoption issues limiting value.
3. Reporting, data and controls review
Budgeting, forecasting, contract management and reporting practices were assessed, highlighting risks created by spreadsheet dependency and limited system integration.
4. Prioritised improvement roadmap
Clear, practical improvement options were developed, ranging from configuration changes and training uplift through to targeted re-implementation or longer-term ERP considerations.
Review dimensions covered
- People
- Process
- Technology
- Data
- AI readiness (awareness-level)
- Transformation leadership
Results - Clear outcomes without launching another major program
Hastings gained an independent, evidence-based view of where Purchase-to-Pay performance was falling short and how to improve it using existing capability.
Outcomes included:
- Clear visibility of current P2P performance and capability gaps
- Stronger governance clarity across policies, procedures and roles
- Reduced reliance on manual workarounds and spreadsheet-based controls
- Improved confidence in how Pronto Xi could be optimised
- A practical, prioritised roadmap for improvement without unnecessary disruption
The engagement positioned Hastings to improve purchasing efficiency, reduce risk and strengthen decision-making while controlling cost and complexity.
The Future - A clear path to ongoing optimisation
Hastings now has a structured improvement plan to optimise its existing Purchase-to-Pay environment and progressively uplift procurement and finance capability.
The roadmap supports immediate optimisation while preserving optionality for deeper transformation if required. SMC remains a trusted, independent advisor as Hastings continues to evolve its operational and digital maturity.
Frequently Asked Questions
A Review and Optimise engagement assesses how existing procurement and finance processes are actually working in practice. It focuses on identifying inefficiencies, manual workarounds, governance gaps and system usage issues, then defining practical improvements using current systems before considering major transformation.
No. While ERP platforms are commonly reviewed, Review and Optimise is not limited to ERP. The engagement can focus on other enterprise platforms such as workforce management (WFM), human capital management (HCM), payroll, rostering, time and attendance, or other critical business systems where performance is falling short.
Optimisation is appropriate when core systems are already in place but outcomes are falling short. If manual effort, poor visibility or inconsistent processes persist, a Review and Optimise approach helps determine whether configuration changes, process uplift or capability improvements can deliver results without the cost and risk of full ERP replacement.
A Review and Optimise assessment examines how work is performed across people, process, technology and data. Depending on the scope, this may include ERP, WFM, HCM or other enterprise systems, with a focus on configuration, process alignment, adoption, governance and reporting capability.
By focusing on evidence-based assessment and prioritised improvement opportunities, Review and Optimise reduces reliance on assumptions. It provides clarity on what to fix, what to leave and what to change, enabling targeted improvements rather than large, disruptive programs.
Yes. An AI Capability Assessment within Review and Optimise builds leadership understanding of readiness, opportunity and risk. It provides a grounded view of where AI may add value across ERP, WFM, HCM or other systems, and what governance and capability foundations are required, without committing to immediate implementation.
Typical outcomes include clearer governance, reduced manual effort, better use of existing systems, improved reporting visibility and a practical roadmap for improvement. The focus is on improving performance and confidence using what is already in place.
What stood out for me on this project was how much value we could unlock from what Hastings already had in place. By getting close to how work was actually being done and applying a structured gap analysis across PurchasetoPay, we cut through assumptions, gave leadership a clear view of where things were falling short, and mapped out practical improvements without jumping straight to a major ERP replacement. The team now has a confident path forward that balances control, performance and cost.”toPay, we cut through assumptions, gave leadership a clear view of where things were falling short, and mapped out practical improvements without jumping straight to a major ERP replacement. The team now has a confident path forward that balances control, performance and cost.
Filip Dimkovski
QLD Regional Director, & Client Success Lead
Ready to improve performance and extract more value from what you already have?
About the Author
Filip Dimkovski is the Queensland Regional Director at Solution Minds Consulting, leading regional operations, client success, and growth. He brings over 13 years of experience in enterprise systems, including senior roles across consulting, solution architecture, and service delivery within the mining and ERP sectors. Filip is known for his practical, delivery-focused approach, combining technical expertise with strong commercial and client engagement capability.