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CPO Advisory

The role of the CPO continues to grow in strategic influence, bolstered by procurement’s track record of eliminating waste and streamlining operations. The change is reflective of larger transformations occurring around the department as a whole. Procurement today has assumed an enhanced awareness of the tactical and strategic needs of their technology teams. Donning the hat of business innovation drivers Procurement is now partnering with IT to take business guiding decisions.


In the next decade, Agility will define
procurement leadership

  • Processes

    Processes

    • Highly efficient and flexible
    • Spend analysis linked to sourcing
    • standardized (and linked) sourcing and contracting
    • Robust supplier management (risk and performance)
    • Holistic view of source-to-settle

  • Organisation

    Organisation

    • High-performance CPO
    • Multi-year strategic plan
    • Strong CPO-CFO partnership
    • Strong collaboration with AP
    • Centralized some or all operations

  • Technology

    Technology

    • High technology adoption
    • Link spend analysis to sourcing
    • Standardized and linked sourcing and contraction
    • Linked P2P
    • Business Networks

  • Strategy

    Strategy

    • Goals and objectives aligned with business
    • Holistic view of processes
    • Visibility unlocks value
    • Invests in people (new hires nad training)
    • Strategic suppliers and partners

  • Performance

    Performance

    • Spend under management: 90%
    • Spend that is sourced: 62%
    • Compliance rates: 65%-75%
    • PO-based spend: 79%
    • Enabled suppliers: 37%

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“We strive to deliver excellence in everything we do. By going beyond pricing and focusing on consumption and design, we delivered $1.6 billion in five years

- Frank Sanders, Vice President, Technology and Manufacturing Group and Director, Corporate Strategic Procurement at Intel Corp., manages a team that’s responsible for sourcing 147 spend categories.


 

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