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Creating value is only the first step for procurement; sustaining it is the key to success – and that requires continual re-evaluation of what the business needs and effective communication 
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Despite its many successes over recent years – not least in raising the profile of the function – many are now questioning the rationale of a centralised approach, arguing it’s people not structure that matters
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One of the most important alliances for purchasing to nurture is with the company’s finance chief, the other is with its suppliers. Good communication and collaboration will determine the success of those relationships
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If planned and implemented properly, most agree that formal SRM programmes bring significant performance benefits to the wider business – others would argue that it is already part of procurement best practice
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Procurement and marketing might often appear to have incompatible aims, but getting things right can unlock great value
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Subtle but meaningful changes are permeating procurement functions. The challenge for procurement executives is not only to understand these, but to look at how at every level of the function, they can deliver more to the business
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The oil and gas industry is looking less at technology and more at having the right people to help mitigate risk.
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Cultural differences and a lack of local talent are hampering Western companies in Asian markets.
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The relationship between procurement and marketing isn’t great, but smart organisations are making it work
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Further market volatility is just one of the concerns for procurement executives as they look forward to a rough ride over the next ten years
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