The Brave CPO:
(Buying Magician)

Strategy . Influence . Innovation . Process

Procurement Thanksgiving
Thursday, November 24, 2011

As the US Thanksgiving holiday reminds us all that 2011 is rapidly drawing to a close we take a look at five reasons for procurement to say thanks: 1.    Procurement has had a ‘good recession’ Recessionary times has placed procurement in the spotlight.  Whilst there has been company-wide belt tightening – procurements increasing influence over […]

Procurements Value Add: If not now – when?
Tuesday, March 22, 2011

Procurement is now front & centre of the business world. So when will CEO’s place it at the centre of their business strategy? If ever there were a set of conditions to emphasize the procurement functions strategic place in business and the modern world, it is the current maelstrom of recession, sovereign debt, gathering inflation, […]

Best of the ‘Buying Magician’ 2010: Part 2
Friday, December 31, 2010

Part 2: Innovation & Technology Here in our first ‘best of’ –  a four part review of our thoughts and comments in 2010. Here in part 2 we profile ‘Innovation & Technology’ CPO’s:Don’t miss the innovation opportunity Procurement has achieved great things with the strategic sourcing process. It provided a uniform, robust approach to sourcing […]

Is the Facebook generation the key to procurement’s future?
Tuesday, November 23, 2010

It is clear through listening across the blogosphere, that social media is coming to procurement – ready or not. As the profession’s old hands increasingly recruit from the “Facebook generation”, these bright young technology-minded individuals are going to have growing influence on the future of our profession and I believe smart organisations will start planning […]

CPO’s:Don’t miss the innovation opportunity
Saturday, October 23, 2010

Procurement has achieved great things with the strategic sourcing process. It provided a uniform, robust approach to sourcing which senior management and stakeholders could buy into to purchase most procurement categories inside their organisation. Its main focus to date, however, has been on cost reduction rather than growth. As a result, it didn’t achieve an […]

Taming the iP Dragon
Friday, August 20, 2010

> Increasingly, international manufacturers are motivated to be in China due to the growing domestic demand of the Chinese marketplace. It is easy to see why when you consider that last year, Chinese consumers bought more automobiles than Americans for the first time in history. Tim Lee, General Motors Shanghai-based president of international operations recently […]

Avatar comes to procurement?
Thursday, August 19, 2010

One topic grabbed my attention recently while I was engaged in a discussion over on the Purchasing Practice LinkedIn group covering the future of procurement: the issue of holding supplier meetings in virtual game/life simulation Second Life. A quick Google search highlighted impressive organisations such as Intel, IBM and Schneider Electric using Second Life for […]

Entrepreneurial Disruptors Required
Thursday, July 15, 2010

Organisations such as IBM, Volkswagen, Unilever and the Conservative party have all made the news recently with crowd sourcing – essentially outsourcing a task to a large group of people through an open call for answers. Crowd sourcing, cloud sourcing, open innovation – call it what you want. But it represents both a threat and […]

Linking SRM to Open Innovation
Wednesday, February 17, 2010

A recent posting entitled “Three Levels of Open Innovation Maturity” show’s the close correlation between SRM and Innovation and describes three levels of maturity: Level 1: Externally Aware: Level 1 companies recognize that external ideas and capabilities are valuable in the innovation process. They partner with suppliers and customers throughout the innovation process—from ideation to […]

Procurement Aerobics for the Agile Organisation:
Monday, November 30, 2009

The pace at which a company, is able to adapt and evolve is dependent upon the number of new strategic options that it is able to generate and test. The agile organisation is therefore one that captures more than its fair share of new opportunities, successfully balances risk with reward and is in a state […]