Objective: In a capital-intensive contract mining business, legacy relationships had been relied on for decades with a major heavy machinery OEM. While these long-standing arrangements offered familiarity and perceived stability, they also bred complacency, stifled innovation, and undermined commercial tension. The challenge was to inject fresh thinking into these relationships by introducing genuine competition and unlocking hidden value across cost, technology, and service, all without disrupting operations

Approach: As GM of Supply Chain and Technology, Catalyst Strategy’s founder led a strategic, effort to challenge the status quo through disciplined procurement practices and structured market engagement. This meant going beyond simply “sourcing alternatives”. It required understanding the market deeply (together with our operational business partners), building credibility with new OEMs, and engaging stakeholders internally to shift mindsets around what was possible.

The team initiated a multi-vendor engagement process that brought credible Japanese OEMs into the conversation for the first time, establishing trust through deliberate and culturally sensitive relationship-building. Sceptical at first, these new entrants were treated as serious potential long-term partners. Once trust and mutual understanding were established, they responded accordingly sharing innovation, new technologies, and a willingness to tailor their commercial and support models to meet our evolving needs.

The incumbent supplier was given transparent notice of the organisation’s intent to explore alternate options. Despite this openness, their response was dismissive, reinforcing the need for competitive pressure

Positive Impact: The result was a series of transformative deals exceeding AU$150 million in fleet value, incorporating newer technologies, digital integration, and ~20% lifecycle cost savings. By unlocking genuine commercial tension, the organisation regained purchasing power, diversified its risk, and introduced new technology that improved operational outcomes.

Importantly, this wasn’t just a procurement success. It was a strategic reset with full leadership and operational buy-in. Suppliers were put on notice, expectations were raised, and internal teams gained confidence that value can be found beyond the familiar. Genuine engagement with operational teams ensures a seamless integration of the new fleet, with no operational disruption. What began as a commercial exercise ultimately shifted how supplier relationships were viewed — from static and comfortable to dynamic and performance-driven.

If you're navigating legacy supply deals, looking at new markets, or want to sharpen your commercial edge, let’s explore how Catalyst Strategy can help.