The recession and financial crisis have shaken shareholders’ faith in corporate boards and management. How can confidence be restored? Read More
A Foundation of Risk: Supply Managements Other Pillar for Success
A Foundation of Risk: Supply Managements Other Pillar for Success A Foundation of Risk: Supply Managements Other Pillar for Success – The foundation for modern supply management strategy was built upon Peter Kraljic’s matrix, “portfolio analysis” model. Kraljic’s matrix added ‘risk’ to the well used Pareto Model and provided the foundation on which many procurement board presentations, organisational designs … Read More
IT vendors contract or buyers contract – Caveat Emptor?
A recent posting over on Supply Excellence left me questioning how far has procurement has really developed over the years. My major difficulty in using the vendors document starts right at the beginning of the procurement process – the message it sends to the vendor is that ‘the buyer does not know what they want’ and does ‘not have a … Read More
10 Reasons why Procurement should own the supplier relationship?
10 Reasons why Procurement should own the supplier relationship? 10 Reasons why Procurement should own the supplier relationship? One of the many battles in which procurement often finds itself, is its right to manage the supplier relationship. Often there is in no governance in place to support procurements claim. A claim which must be won if it is to claim … Read More
It's no longer a question of ‘should you outsource’, but why haven’t you outsourced?
‘Its not should you outsource’ but why haven’t you outsourced? ‘Its not should you outsource’ but why haven’t you outsourced? – CPO’s must have an outsourcing strategy for their company – we provide some pointers to help you develop your outsourcing strategy. Before outsourcing any part of their organization, companies should answer questions like the following as part of a … Read More
Procurement: Rising up the CEO Agenda
Most CEO’s and CFO’s could only guess about how much their company spends on goods and services, and certainly could not express this in terms of meaningful supply market facing spend categories. The reason for this is that it is not a requirement for financial statements or accounts, despite most companies spending between 30 – 80% of their turnover on … Read More
The Brave CPO: Dominant Stakeholders
The Brave CPO Part 2 The Brave CPO: Dominant Stakeholders The Brave CPO: Dominant Stakeholders. That procurement must treat its stakeholders as customers in not in question. However, the notion that procurement must ‘Kowtow’ to these stakeholders for mutual benefit is absurd. While procurement must have a strategy to collaborate with stakeholders (touched upon in part 1 ) to build trust, … Read More
The Brave CPO: Managing Stakeholders
The Brave CPO Part 1 The Brave CPO: Managing Stakeholders The Brave CPO: Managing Stakeholders. In previous post I have talked about procurement’s internal challenges managing stakeholders and balancing their needs and wants with business requirements. To do this procurement must analyse its own goals and objectives and identify the key relationships necessary to attain these. Even if you’re meeting your … Read More
10 Reasons Why Companies Fail to Control Indirect Service Spending:
10 Reasons Companies Fail to Control Indirect Service Spending Many companies still fail to control indirect services as well as best in class organization. Here are some suggestions as to why they fail: 1. Tactical, not strategic focus 2. Lack of governance around the services spend 3. Fragmented spend & performance data 4. Inability … Read More
Sourcing Process Under Pressure
Sourcing Process Under Pressure Last week SM reported on a new sense of urgency in public procurement. The European Commission called on buyers to use an existing “accelerated procedure”, to cut tendering times by 57 days and as a result help deliver major projects faster. The purpose is to improve the economy by helping suppliers win business quicker, something that … Read More