The multiplication of crisis (climatic, economic, geopolitical) forces all companies to work on their cost structure and make it more variable in order to maintain or improve their profitability: purchasing is more than ever at the forefront.
In an unfavorable financial context, with the necessary implementation of risk coverage strategies and a better consideration of CSR dimensions, the Purchasing function must transform itself and think of new ways of proceeding to maintain its performance.
To evolve and maintain its competitiveness, the Purchasing Function must activate increasingly sophisticated levers and strengthen its collaboration with the company’s Business Partners, in order to better take into account, the right level of prescription and consumption. It must also better associate its supplier ecosystem, an operational and strategic lever that is largely under-activated within companies.
Whatever the stage of development and maturity of purchasing functions, we are convinced that significant areas of performance remain to be implemented.
Provide visibility on costs, evaluate current purchasing practices, and define an ambitious performance trajectory, by studying the levers that can be activated and the associated gains.
Establish an exhaustive mapping of needs, identify the most relevant purchasing strategy, and finalize a roadmap for an effective implementation.
Operationally deliver the target gains by working alongside your teams in the effective implementation of the levers, while piloting the change at all levels of the company.
Take charge of the outsourcing of all or part of your non-strategic purchases by piloting each purchasing category according to the best market practices.