M&A Procurement Capabilities: Integration Part 3 – Integration M&A Procurement Capabilities: Integration. A three-part guide for CEO’s, CFO’s and CPO’s to assess how procurement can make a critical difference to capturing the value in M&A In Part 2 we discussed pre-planning and due diligence. Here in part 3 we discuss integration. By developing well defined processes beforehand to manage these … Read More
M&A Procurement Capabilities: Due Diligence
M&A Procurement Capabilities: Due Diligence Part 2 – Due Diligence M&A Procurement Capabilities: Due Diligence. A three part guide for CEO’s, CFO’s and CPO’s to assess how procurement can make a critical difference to capturing the value in M&A In Part 1 we discussed how M&A value is created and the procurement capabilities required to capture it. Here in part … Read More
M&A Procurement Capabilities: Value Creation
M&A Procurement Capabilities: Value Creation Part 1: M&A value creation A three-part guide for CEO’s, CFO’s and CPO’s to assess how procurement can make a critical difference to capturing the value in M&A M&A Procurement Capabilities: Value Creation. Here in Part 1 we discuss M&A value creation and the procurement capabilities required to capture it. A recent surge in M&A … Read More
Procurement’s Golden Triangle for Strategic Impact
Introduction Increasingly, organizations see Supply Management as a core ‘must get right’ competency. In leading organizations around the world supply management is beginning to take an active role in product innovation and brand management, which require the critical skills incorporated into procurement’s golden triangle. These organizations realize that a large part of their relationship with end customers is in fact, … 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
Contributing to the CEO’s Agenda: Procurement and Growth
Contributing to the CEO’s Agenda: Procurement and Growth Contributing to the CEO’s Agenda: Procurement and Growth. For the last year’s, growth and not cost savings has been on top of most CEO’s agendas. At the same time, they associate procurements contribution to the organization as delivering cost savings. This perception is clearly very damaging to procurements claim to play a … Read More
Beyond Cost Savings – Reprise
In an earlier post, I talked about the need for procurement leaders to move beyond cost savings. On my travels, it seems that many procurement leaders are still struggling to get their message across. So, if procurement cannot define its value then why should it be taken seriously by anyone else? To close the gap between procurement and the strategic … Read More
Procurements Dilemma – Leader or Support Function
“We want to collaborate with our internal stakeholders, but at the end of the day we cannot tell them to buy into our sourcing strategy.” How many procurement professionals have spent their careers with this echoing loudly in their minds? Procurement professionals become indoctrinated into the profession with messages such as: “You have to take the internal customer along with … Read More
Turning Strategic Procurement Planning into Reality:
Strategic Procurement Planning needs to have senior management commitment and be conducted at the Organizational, Category, and Supplier level, focused on the key business issues and objectives. The basis of good planning usually defines what will be done, who will do it, how it is to be done and when it will be done within the political context of the … Read More
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