Six elements of a model procurement function
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PowerPoint Presentation 6 elements of a model procurement function If there's commitment across an enterprise to develop procurement into more than a purchasing tool, it has the potential to create long term growth, innovation and sustainability Here are 6 pieces of advice from the professionals on the elements that can combine to create this 1. Recruit the best people Procurement can be seen as less glamorous It faces strong competition for the best people Changing the way itâs viewed is essential Communicate the scope and exciting elements of the role, such as: Collaboration with colleagues, suppliers and partners, Opportunities to innovate and pursue sustainable practices 1. Recruit the best people Qualifications and evidence of learning is always important, butâ¦. Soft skills are just as key to ultimate success People need to communicate with colleagues around the business and with suppliers They often have to manage change Empathy, intuition and people skills are vital 2. Ensure cross team understanding Procurement needs to link its work with the needs and aspirations of the rest of the business Colleagues across the organisation need to know what it does and see its success stories. Shadow other teams to understand how they operate and where the pressures lie Share information, compromise and work together to plan for eventualities Procurement functions are sometimes put in place relatively quickly with the aim of making savings as quickly as possible However, insight and technology company CEB Global suggests that without a full review at the very outset, important things can be missed, such as Spend profile The discipline of that spend Leadership understanding of procurement capabilities 3. Review fully before set up 3. Review fully before set up A proper review at the start will make organisations more successful in tailoring the function far more accurately to their needs Create a short and long term strategy Identify KPIs for procurement before it spins into action It could make all the difference 4. Ensure thereâs a detailed spend map A detailed spend map can be the driver for sustainable savings across a business According to Ernst & Young, procurement needs to engage with the wider organisation to understand how and where costs could be reduced across the value chain Or there is a risk of undiscovered savings, commercial decisions made in isolation & archaic processes undermining progress 4. Ensure thereâs a detailed spend map A spend map can also be developed through contract management and supplier relationship management Measuring supplier value is not just tracking performance but identifying ways for all parties to improve throughout the life of the contract 5. Get a balance between the long and short term Achieving savings over the longer term, as well as immediate future, shouldn't be the sole responsibility of procurement But it should work with other business units to drive awareness of longer range goals And ensure that initiatives to achieve this are implemented as planned 5. Get a balance between the long and short term Work on an understanding of total cost of ownership Ensure that colleagues see the bigger picture Develop practices to enable better long term savings 6. Work with facts Take a fresh approach to processes and deal with facts, rather than beliefs, emotions or politics In category management, cross functional teams should work collaboratively 6. Work with facts Objectively review how categories can be managed moving forwards Take an open approach to maximising or pooling resources The right level of management should be assigned to each category Responsibilities for making decisions should be assigned at appropriate levels and described fully to each stakeholder Join us Follow Bannerâs LinkedIn company page to keep up to date on all the latest trends and hot topics for UK professionals. Or join us on Twitter