Procurement Leaders Resources
Procurement professionals at all levels expect to transition to more strategic, insight-driven roles – in line with the function’s continuing evolution from back-office cost enforcer to valued business partner and adviser
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From sustainability to business alignment, and of course costs, here are the key areas procurement is planning to make progress on next year
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From creating a more sustainable future to tackling social injustices, CPOs want to play a central role in creating a brighter future
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Continuing disruption will require CPOs to collaborate closely with both internal and external partners, and harness the data at their fingertips to build a smarter, more nimble function
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Procurement centres of excellence must find new ways to deliver cost efficiencies while implementing new processes and frameworks to enable top-line value delivery in areas such as sustainability and innovation
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Category managers must rationalise the supply base, build their influence and review plans regularly to deliver on tough savings targets in an inflationary environment
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The impact of the Covid-19 crisis continues to be felt in the form of rising prices. CPOs are taking action to mitigate the risk of inflation and ensure supply continuity
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This company has created a standardised approach to measuring supplier performance across its global markets
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The procurement team at German-based energy company, Uniper, turned to crowdsourcing to explore new agile methods and further create added value for the business
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Swiss multinational manufacturer of taste & wellbeing and fragrance & beauty solutions launched its ‘Connect to Win’ programme to unlock innovative value from the supply chain and support the business to deliver its 2025 strategy
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The company created a team dedicated to supplier management, diversity and sustainability to elevate these initiatives and reduce pressure on its category teams
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The New York-based art museum’s CPO built a new team, sourcing process and internal engagement plan from the ground up
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Effective stakeholder mapping, engagement, and collaboration are essential to organisations looking to become valued partners to other functions within the business.
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Procurement teams must engage and collaborate with stakeholders throughout the business to ensure their activity is aligned with the organisation’s objectives and value drivers
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Collect feedback so as to suit the type of stakeholder, the lines of enquiry and how the team will use the feedback to support the stakeholder management strategy
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Procurement excellence heads came together to discuss the function’s increasingly pivotal role in managing the business’s sustainability impact
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The biopharmaceutical company uses a maturity assessment covering 13 key criteria to measure the sustainability of its management, processes and behaviours
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More than ever, leaders understand the imperative nature of inclusion, justice, equity and belonging
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Amid rising tension, regulatory hurdles and the ongoing pandemic, procurement chiefs share the steps they are taking to mitigate risk.
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Heads of excellence came together to discuss best practice when it comes to rolling out new digital solutions
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Procure-to-pay experts share best practices and their experience of rolling out technology projects
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Effective use of data is about much more than access to information. Instead, leaders must take a more holistic approach
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Analytics is driving a fundamental shift in procurement’s value proposition, but teams can only establish data-driven decision-making by upgrading people, processes and technology
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Primark’s procurement team partnered with teams throughout the business to ensure its response to the Covid-19 crisis was both agile and strategic
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As procurement functions evolve, teams need to grow their ability to deal empathetically with suppliers and the rest of the organisation
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With CPOs committed to developing their staff, procurement excellence heads discuss best practice in rolling out talent development schemes
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The US-based financial services giant puts graduate hires through a two-year rotational programme to expose them to a wide variety of roles and embed them within the procurement function.
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This company developed a new sourcing competency framework, based on four key principles and nine competencies, that would allow it to measure the strengths of its talent and target improvements.
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