From “goalkeeper” to “playmaker”: HTX Central Procurement Office

• HTX’s Central Procurement Office has undergone a digital transformation to enhance efficiency and collaboration
• The team has shifted from a compliance-focused “goalkeeper” to a strategic “playmaker” by streamlining processes to reduce turnaround time
• It has also leveraged AI-powered tools and fostered collaboration and trust with stakeholders through training and communication

When HTX Chief Executive (CE) Chan Tsan asked the agency’s Central Procurement Office (CPO) to imagine itself as part of a football team two years ago, the question sparked more than just curiosity – it planted the seed of transformation.

“Were we the goalkeeper, defender, midfielder or striker?” recalled Low Hong Kuan, Director of CPO, with a laugh. “I literally had to Google what a midfielder is!”

Most officers saw themselves as the goalkeepers – the last line of defence, enforcing compliance and ensuring money was spent wisely.

But Tsan had a different vision. He wanted CPO to evolve into a playmaker that would set up the team to score, driving opportunities instead of merely blocking risks.

And so began CPO’s journey to reimagine procurement – from enforcing rule to enabling results.

Changing the Game Plan

The first challenge was clear: procurement was taking too long.

“On average, the process from start to approval could take nearly seven months,” said Hong Kuan. “We needed to simplify it without compromising governance.”

After poring through data and user feedback, the team identified a key bottleneck – the preparation of the Tender Evaluation Report (TER), which preceded the Approval of Purchase (AOP).

That insight led to CPO’s biggest innovation yet: merging both documents into a single streamlined template called the Tender Evaluation and Recommendation Report (TERR).

“The TERR has helped us shorten turnaround time by about 25%,” shared Oh Xiao Min, Head of Plans, Policy and Governance. “It also reduces duplication and ensures consistency across teams.”

The TERR is now in use within HTX, and is being progressively introduced to the rest of the Home Team Departments (HTDs).

When Design Meets Technology

But process redesign was only the beginning. To truly accelerate procurement, CPO turned to design thinking and technology.

Partnering with HTX’s TIGER team and xDigital, CPO explored how technology could make the new process even faster and smarter. The collaboration gave birth to a new digital teammate – Paperwork, a Generative AI-powered assistant that automatically drafts and validates parts of the TERR.

“Users simply upload relevant data, and Paperwork fills up the fields with 95% accuracy,” explained Xiao Min. “It’s like having a co-pilot that helps officers focus on the high-value work.”

The beta version, which was rolled out in April 2025, has already delivered impressive results – up to 30% in time savings compared to manual preparation.

And Paperwork is just the start. CPO has gone on to introduce a suite of tech tools to improve accuracy, automate validations, and build a single source of truth for procurement information.

Winning hearts and minds

Yet, CPO knew that technology alone couldn’t change perceptions.

“Before our transformation, many colleagues saw us as goalkeepers – people who kept blocking their shots,” admitted Xiao Min.

“We wanted to change that. We wanted our stakeholders to see us as partners who play on the same side.”

To achieve this, the team began a sustained effort to rebuild trust and capability by organising training sessions to equip Xponents with skills in tender evaluation and contract management. Regular e-DMs and internal newsletters are also disseminated to raise awareness of policies, highlight good practices, and share success stories.

These efforts have not been in vain. Surveys now reflect improved satisfaction and stronger confidence in CPO’s role, said Xiao Min.

The transformation hasn’t gone unnoticed. During the quarterly Acquisition Transformation Steering Committee and PSM, senior management has applauded CPO’s progress.

“We have even received notes of appreciation from users,” said Hong Kuan. “People write in to say how our officers have helped them, or how much faster things move now. It’s incredibly rewarding.”

Chan Sheau Shan, Senior Deputy Director of Goods, Services & Strategic Procurement, echoed this sentiment.

“Users are now coming to us early in their planning process — not just to seek clearance, but to co-create solutions,” said Sheau Shan.

“That’s when you know you’ve become a true playmaker.”