You lead a procurement function. You worked your butt off in 2017 to hit your savings target, and improved supplier performance through your SRM efforts. Those SRM efforts stretched to improving your key supplier’s business operations, and you secured the lion’s share of the benefits that accrued from that support.
In my thirty-one years (so far) of working in the procurement field, I’ve seen the profession grow in stature, and as my mentor Professor Andrew Cox has said, witnessed procurement become something of a science. When I started out ‘Purchasing’ was all about being able to negotiate deals with (mostly)
In his previous blog on the challenges of securing stakeholder involvement and buy-in for procurement strategies initiatives, Professor Andrew Cox expands on how these could be overcome, citing IIAPS client cases. Tactical Solutions to the Lack of Cross-Functional Involvement & Buy-in Building on our previous analysis of the 12 Major
Guest blog from Alison Smith, The Purchasing Coach One the hardest things when developing category or sourcing strategies is to stop anyone making the decision before all the facts and data have been gathered and analysed, and all the options identified and assessed. Without the facts and data that provide
A Chief Executive said to me recently, “I want two things – a really well defined business strategy with detailed plans of action and my people signed up and fully engaged in its implementation. I’ve never been satisfied with the business planning process – it’s just something that we seem