Thought Zone

Inspiration for Procurement Professionals

Thought Zone

thought-zone-backgroundWe believe in and are passionate about procurement and the supply chain. We think about it a lot. It’s what we do.

Because suppliers provide the majority of your company’s goods and services; their bottom line impact is significant and your organizations next breakthrough may come from your suppliers, not R&D to drive growth. 

Here we share some key thoughts to call you to action…

Procurement Capability: People Matter Most

Many procurement functions are finding lasting success elusive because they fall into the trap of relying entirely on technical tools like spend analytics, SRM and so on.Its about the people stupid!They forget transformation does not happen simply by providing the “tools”, it’s always the people that are the key factor in creating procurement success.Because it’s people that do the work, people – not computers, strategies, or ‘world-class’ tools and templates

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Category Management: Establishing Governance

Strong effective governance defining the way work gets done is critical to implementing Category Management in any organization.Without it turf wars will ensue and the implementation initiative will likely lose its way.So what is Category Management Governance?At its core any governance structure is about “decision rights”, but it is much more than that. Setting up governance needs , frameworks, plans, organization, and process to define the ‘rules’, direct work, have

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The New CPO’s F100D

The CPO’s chair has become a true corporate hot seat with an average tenure of a CPO of four years or less. The first 100 days (F100D) in this hot seat can set the tone for the months ahead and the F100D of a new role can be stressful; how bad are things? What are the expectations of me? Will I fit the culture? Do I have what it takes

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Strategic Outsourcing – Part 1

The ‘make or buy’ decision is still at the heart of business strategyA guide for CEO’s, CFO’s and CPO’s on developing a formal outsourcing strategy to support their core business goals What’s in it for you? Discover how to take control of outsourcing by developing a systematic outsourcing methodology as a core sourcing management tool in your organization.Reading time: 10 minutesIntroduction:Businesses globally are under pressure like never before to meet

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The Corporation as a Negotiating Entity – Part 3

The last in a three part guide for CEO’s, CFO’s and purchasing leaders on developing a corporate level capability to negotiatePart #3: “Dealing with Backdoor Selling”What’s in it for you? Ensure your company is organized and equipped to maintain the upper hand in negotiation by controlling information to maintain power and maximise negotiating outcomes.Reading time: 10 minutesIntroduction:If your organizations procurement has not been radically overhauled during the last 10 years,

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The Corporation as a Negotiating Entity – Part 2

The second in a three part guide for CEO’s, CFO’s and purchasing leaders on developing a corporate level capability to negotiatePart #2: “The Negotiation Tool Kit”What’s in it for you? Understand the tools needed to build a corporate capability to negotiate and generate significant bottom line savings and enhanced value from business relationships.Reading time: 10 minutesIntroduction:Here in the second part of a three part series, we discuss the processes, tools

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The Corporation as a Negotiating Entity – Part 1

A three part guide for CEO’s, CFO’s and purchasing leaders on developing a corporate level capability to negotiatePart #1: Getting startedWhat’s in it for you? Generate significant bottom line savingsand add value by developing a new strategic capability without any demoralizing impact on employees.Reading time: 10 minutesIntroduction:Organizations must recognize that they negotiate as an entity and develop a corporate level capability to do so, because how well organizations negotiate can

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Purchasing Leader or Laggard

A guide for CEO’s, CFO’s and purchasing leaders to assess how well their purchasing organization, strategies & processes have adapted to changes in the competitive environment?Many readers will be in the fortunate position of working in businesses that are growing strongly; others will be part of businesses that are in a dynamic rapidly changing market place whilst others are fighting for their very survival. In all these situations those organizations

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Is your financial supply chain placing your company at risk?

A guide for CEO’s, CFO’s and purchasing leaders on managing Supply Chain Finance (SCF) to build competitive advantage for their company What’s in it for you? Discover how supply chain finance management can provide higher returns to shareholders by balancing the conflicting pressures of improved payment terms, reduced prices and better cash flow.Reading time: 15 minutesIntroduction:According to a survey by the Association for Financial Professionals, the dramatic events impacting Wall

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Managing Procurement Through a Downturn:

A guide for CEO’s, CFO’s and purchasing leaders on Surviving the Tough Times though Procurement ExcellenceWhat’s in it for you? Create opportunities to out-manoeuvre your competitors by building sustainable competitive advantage, and prepare for the next growth phase.Reading time: 15 minutesIntroduction:Economic downturns are typically accompanied by large inventory build ups and cut backs in orders which cascade down the supply chain, often having a devastating effect on unprepared suppliers. In such a climate businesses large and small cannot afford to simply stand by and do nothing. A typical response might be that sales are good and costs are bad, followed by a financial crack down, to limit the damage to the company’s market capitalisation and the level of shareholder dividend payments? In other words, get back to financial basics.At Purchasing

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Procurements role in M&A

A guide for CEO’s, CFO’s and purchasing leaders to assess how procurement can make a critical difference to the successful outcome of integrating two or more organizationsMergers & acquisitions, company integration and the establishment of shared service organizations have become commonplace in today’s competitive business environment, as companies seek to squeeze out every last penny in the search for efficiencies. Yet authoritative studies have found that fewer than half of all mergers fail to deliver on their promised value, whilst many actually destroyed value.There are several reasons quoted for this. Many point to a failure to exploit the full potential savings available from a well planned, well-executed integration – in other words, leaving money on the table. But underlying this is the absence of due diligence towards the supply chain

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