• In summary, this business report has evaluated the global commercial strategy within Eco2Solar organisation. As a best practice of leveraging on competitive advantage and market dominance, organisation strategy has been identified as instrumental.
• The findings of this report indicate that there exist a direct relationship between the strategy and corporate, business, functional structures. This is with various methods which include predictive and descriptive approaches used in the analysis of supply chain.
• By leveraging on various tools such as Pestle generic strategies, Mendelow stakeholders’ analysis and risk register, the need for resources and also stakeholders’ involvement in the commercial strategy has been evaluated.
• This is while managing costs overruns and supply chains managed appropriately.

• This business report has been used for evaluating the category and contract management in Eco2Solar Company.
• In particular, Eco2Solar operates to improve their project management (PM) and Cost Management (CM) as part of their category management has been evaluated.
• The areas of focus has included an evaluation of requirements for initiating and preparing category management, strategic and conventional sourcing process and role in contract management, tools and techniques for mapping categories of direct and indirect expenditure.
• From the findings obtained, innovative measures for improving the supply chain in light of categories and category management has been recommended.
• Further, in this business report, the contract administration and contract management in case of category management has similarly been evaluated in context of category management this is with assessment of risks and implementation of risk management techniques in contracts being reviewed in context of category management.
• In order to appreciate the best practice in category and contract management in the selected Eco2Solar construction spend area, use of quantitative and desk research has been pursued to obtain relevant data.
• Additionally, different tools have been applied such as Mendelow Stakeholders analysis, CIPS Category Management Cycle, CIPS Contract Management Cycle, Suppliers positioning, PESTLE analysis and SWOT analysis.
• Considering this business report findings, Eco2Solar need to improve their approach for risk management and efficiency and effectiveness of category and contract management.
• From these finding, the stakeholders collaboration in Eco2Solar need to be improved which can be done by embrace of blockchain technologies.
• Also, by identifying their PS&M teams training and capacity development, they would be able to improve on their category management. In the contemporary procurement environment, the training and capacity development has been noted as the best practice to manage gaps in their operations. Also, the findings indicate the need for Eco2Solar to improve their category management of their construction spend by coming up with appropriate SLA’s agreement and KPIs while ensuring they capitalise on innovativeness.
• For the project management and cost management, this being a long-term investment would require an improved auditing. This can entail embrace of analytics to analyse and present contract management data and appropriate management strategy.
• The importance of improved collaboration is ensuring stakeholders active involvement and awareness on core decisions made as this could harness their practice, contribution and suggestions noted.
• By successfully pursuing stakeholder analysis, it is important to maintain stakeholders relations which promote Eco2Solar organisation image and increase their market share.

• In summary, this report has focused on evaluating the impact of approaches to leadership and management in an organisation.
• To achieve this, a focus on Eco2Solar organisation has been prioritised where it has been established that the organisation current success in a project intended to achieve 2,000 installation in different apartments can be credited to their astute leadership and management.
• This equally evidence the organisation position dominating UK solar sector.
• These findings have been affirmed by PESTLE analysis of external factors, RACI Matrix among other tools which have been used.

Solution Executive Summary This assignment aims to explain how a change process while guaranteeing that the team leader and members can implement it by leverage on the skills and capability possessed. This evaluation has focused on a new category management strategy by ADNOC. Through a focus Abu Dhabi National Oil Company (ADNOC), the best practice in change implementation has been evaluated. The selected category of spend is sourcing for Information Technology (IT) system as part of their operations.  Although they now have a system that enables suppliers to sign up and participate in procurement, they still need to update their sourcing strategy. ADNOC intends to improve its sourcing strategy by investing in the appropriate technology. A team selected from the PS&M would enable the deployment of this category under my guidance. To achieve the objectives of this report, various change management techniques, as well as leadership training to give leaders the skills they need to execute category management, have been used. This is relevant to drawing meaningful conclusions from both quantitative and qualitative data. The outcomes demonstrate that for the category management to be successful, the team must possess the necessary change management abilities. This presupposes that the leaders have total control over applying category management. These skills include the ability to embrace diversity and incorporate a range of sources. The success of adopting category management will also depend on the capacity of the assigned team to embrace innovation as a skill. The best practice also involves involving leaders in determining how the change will impact various stakeholders based on their influence and level of authority during the change process. This would make it possible to implement the best transformation strategy comprehensively. Ultimately, the observations and conclusions result in the development of several ideas, including;

• Within six months, PS&M personnel will be provided with chances for capacity building through partnerships with educational institutions to gain knowledge and skills for implementing category management.
• The PS&M would become more motivated in the long run by providing recognition and benefits for pursuing category management implementation.
• Within a year, an effective change management strategy would be pursued, focusing on tracking the change and spotting change resistance

  Table of Contents 1.0 Introduction. 3 1.1 ADNOC Organisation Background. 3 1.2 Identified Category Management 4 2.0 Change Management Approach. 5 2.1 Introduction of the Required Change Process. 5 2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management 8 2.3 Process of the Change Management. 9 3.0 Stakeholders Analysis. 11 3.1 Identifying and Analysing Stakeholders. 11 3.2 Communicating and Obtaining a Buy In for the Stakeholders. 13 4.0 Process of Implementing Change. 14 5.0 Ensuring Team Leader and Team possess Relevant Skills for Implementing the New Category (Managing People)  16 5.1 Approach of Leading the Team.. 16 5.2 Skills for Working Together Effectively and Successfully. 16 5.3 Team Diversity. 18 6.0 Conclusion and Recommendations. 19 References. 21   Figure 1: ADNOC Organisation Structure. 4 Figure 2:Drivers of Change Model 6 Figure 3:Summary of Forces for and against Change. 8 Figure 4:Summary of the ADNOC Stakeholders analysis 12 Figure 5:ADNOC Stakeholders Analysis. 13 Figure 6:PESTLE Analysis Summary. 15 Figure 7:Kotter 8 Phases of Change Implementation. 16 Figure 8:Tannebaum & Shmidt Model 17 Figure 9:Personality Traits summary. 18 Figure 10:Vroom-Yetton Jago Decision Model 19 Table 1:Summary of the Drivers of Change in ADNOC Organisation. 7 Table 2:SWOT Analysis. 9 Table 3:Gantt Chart 10 Table 4:Gantt Chart 11 Table 5:Summary of the Stakeholders Analysis. 13 Table 7:Summary of the RACI Matrix. 14

1.0 Introduction

1.1 ADNOC Organisation Background

In this report, the organisation of focus is Abu Dhabi National Oil Company (ADNOC). This is for understanding the impact of contract terms and conditions on distribution of risk and power with their suppliers. This is an organisation which began its operation in 1971 and today is ranked as the leader in diversified energy group which is owned by Abu Dhabi Government (ADNOC, 2022). The organisation network of holistically integrated business has based their operations across the entire energy value chain assisting their capacity for meeting overall demands of the consistently changing energy markets. For remaining competitive, the organisation has allocated $15 billion for advancing and accelerating lower-carbon solutions, investment in new energy solutions and decarbonisation technologies for lowering their carbon intensity with 25% by 2030 and successfully facilitating their NetZero by 2050 target. The company has a network of fully operational companies that operate throughout the entire hydrocarbon value chain, handling tasks including exploration, production, processing, storing, refinement, and supply in addition to manufacturing a wide range of petrochemical products. I work as a Contract Engineer for ADNOC Offshore, one of the company's divisions. The offshore division of ADNOC is responsible for the delivery and development of oil and gas resources in the waters surrounding Abu Dhabi. With OPEX and CAPEX, ADNOC Offshore spends over 3,000 million dollars annually. The organisation structure is as illustrated in figure 1; Figure 1: ADNOC Organisation Structure

1.2 Identified Category Management

The deployment of the iSourcing system, a technology-focused procurement procedure, was chosen as the category management in this study. The need for oil and gas has significantly expanded in the modern era since the Covid-19 epidemic. As a result, ADNOC is forced to spend money on equipment to help them process and refine more oil and gas products. In light of this, the team leader's responsibility is to see that an iSourcing system is in place and can be utilised to purchase the new machines that the company needs to upgrade its operations. Locally in UAE, regionally in the Middle East, and internationally in Western nations, this would apply. This project aims to produce a report outlining the implementation of the change approach. This is done while ensuring the team members and leader have the necessary abilities to carry out the plan successfully. Implementing the new category management strategy is the kind of change being sought. The learner will be the team leader throughout the full category management process since a team has been chosen to oversee the deployment of iSourcing. The practical approach would be utilising various tools and strategies that demonstrate leadership and best practices in change management, along with a focus on the category management data from the ADNOC firm.

2.0 Change Management Approach

2.1 Introduction of the Required Change Process

In its Procurement Supply and Management (PS&M) budget, ADNOC had allocated roughly 10 million UAEis before the COVID-19 epidemic. Up to 5,000 domestic and foreign providers are currently utilised in this. Because of the significant financial allocation in PS&M, the ADNOC sourcing method is crucial to their operations in this scenario. Logistics, equipment, and facility administration are all purchased separately by the organisation, all of which fall under the organisation's primary spending categories of computers and technical systems. As a result, they lack a centralised system that would allow all departments to be involved in aiding the procurement procedure (CIPS, 2020). The Burke-Litwin Model (Coruzzi, 2020) can pinpoint the internal and external factors that contributed to the identified change. This model ranks the many change drivers according to their importance and provides evidence of each one in figure 2;   Figure 2:Drivers of Change Model When taking into account the ADNOC organisation and indicated change, these elements have the following effects, as stated in Table 1: Table 1:Summary of the Drivers of Change in ADNOC Organisation

Factors of change	Explanation
External environment	Supply chain networks have been significantly impacted since COVID-19. ADNOC's ability to replenish stock, equipment, and machinery has been affected. Therefore, ADNOC would participate in strategic alliances by including diverse actors and intermediates in the complete value chain through iSourcing
Individual and oganisational performance	ADNOC's investment in iSourcing would reduce PS&M turnover, everyone's performance, and supply chain network satisfaction.
Leadership	To ensure iSourcing success, the PS&M will lead and manage efficiently. This inspires and guides other organisations to iSourcing success.
Mission and strategy	The achievement of ADNOC's aim to provide high-quality oil and gas products would be ensured by the deployment of iSourcing. The justification for this is to quickly and effectively engage highly qualified vendors.
Organisation culture	Implementing iSourcing would promote the collaborative and teamwork-oriented organisational culture of ADNOC. This is due to the platforms offered by iSourcing that provide suitable options for teamwork and collaboration.
Task requirements and individual skills	Employees at ADNOC lack the knowledge and skills necessary to deploy iSourcing. This deficit might be filled by offering possibilities for professional advancement. Implementation of the change would be successful.
Employee motivation	This report's proposal suggests that providing monetary and non-monetary rewards is necessary to encourage people to adopt iSourcing. This is for employing remarkably contemporary systems of practice.

  Assessing the change's supporters and detractors is also crucial. The Lewin Force Field Forces (Gaivoronskaya et al., 2021) should consider these factors. Figure 3 shows that change-supporting variables were 12 and 8, respectively. The adjustment is appropriate in this case. Figure 3:Summary of Forces for and against Change

Since the COVID-19 pandemic, ADNOC has struggled. Flechsig et al. (2022) say delayed service delivery and internal process automation reduce efficiency. Thus, integrating internal procedures, evaluating vendors, and monitoring the sourcing process with iSourcing will benefit ADNOC. A successful and efficient supply chain would result—in situational leadership to handle all everyday situations. Mulyana et al. (2022) define this as improving cost reduction, client satisfaction, and complex and critical processes. The ADNOC organization's automation and flexibility would improve. This involves learning, teamwork, and smart buying. Those fighting against iSourcing face massive supply chain challenges. Yevu et al. (2021) projected network security, system reliability, and persistent unauthorised access difficulties for ADNOC. This would hurt ADNOC's reputation with stakeholders, make persuading clients hard, and alienate supply chain actors. Transformational leaders may remedy this by creating enduring, positive change in their followers and moulding ADNOC PS&M followers into leaders.

2.2 Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the Change Management

Additionally, it is crucial to comprehend the Strengths, Weaknesses , Opportunities, and Threats associated with the present strategy and the new category strategy for the change implementation to succeed. To do this, CIPS (2022) recognizes SWOT analysis as influential in capturing various decisions taken and would aid in guiding and educating category management. Table 3 illustrates the SWOT Analysis; Table 2:SWOT Analysis                                 In conclusion, as shown in Table 1, while the existing strategy has strengths such as giving opportunities for comparison, transferring risks, and extensive evaluation, it is time-consuming and expensive. Using iSourcing makes it feasible to provide chances for risk transfer, pricing comparisons between suppliers, and finding the best items. Furthermore, it ignores sustainability-related aspects essential to contemporary procurement strategies (Hazaea et al., 2022). To equip staff members with the necessary abilities to use the new system, ADNOC must pursue security measures and ongoing capacity development. To handle the interference, a leader must promote the consultative approach in the sourcing process. To continuously acquire new skills and information, relevant L&D plans have been granted.

2.3 Process of the Change Management

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