It’s been all go at PLN this week as we gear up for the biggest event in the procurement calendar, which will see procurement chiefs flying into London from around the world to attend the Procurement Leaders Awards and Forum.
Procurement has come a long way. Ok, so sure there are those (myself included) who from time to time argue for the profession to be pushing for greater things and to be more honest about its failings, but it’s credit to the work of some outstanding individuals that today we can legitimately come together and discuss how best to impact shareholder value.
Every year debate rages about how much recognition procurement gets as a function. Some say that it grew in the aftermath of the banking crisis when procurement was called up and asked to do what it does best – create value and cut costs. But where are we today?
Partnerships and integrated relationships have long been touted in the academic and business communities as best practice procurement to drive long-term strategic advantage for particular categories. Yet, while the rhetoric sees no sign of abating, these relational approaches don't always live up to the hype.
As more procurement organisations join the fray to fight for a handful of individuals with the capabilities to take their functions forward, the message they’re selling them isn’t always one that can compete with other areas of the business.
The PIU has recently closed a survey focused on the Requisition-to-Pay (R2P) process. The most interesting aspect is not what is said by respondents, but what is not said.
The state of California is a trend setter in many ways, not the least of which is in its approach to environmental regulations. It’s aggressive in setting pollution-abatement standards that, because of the state’s size, sometimes become de facto national standards.
Where would companies be without good procurement? It's worth asking - perhaps procurement doesn't always grab the headlines for the right reasons, but that's not to say that some of the most important facets of any business don't rely on effective purchasing and supply chain.
At Vodafone, sourcing for value is something that my team and I strive for on a daily basis. But what does value actually mean in a modern supply chain environment and how do we achieve it?
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