The Purchasing Function cannot, on its own, cope with the increasing number of crises. It must, under the impetus of General Management, integrate everywhere and as often as possible, with the company’s key businesses and functions. Operating in silos will be lethal to organizations that do not understand this and will be satisfied with the recipes that made them prosper in a more stable world.
Since the Covid crisis, with the climate transition underway and the questioning of globalization against a backdrop of lasting geopolitical shifts, purchasing is more than ever at the forefront. Reshoring, addressing CSR issues that are sometimes contradictory, securing the supply chain, etc.
All of these changes impact all aspects of the purchasing operating model. In particular, they call into question its mission, the talent it needs to adapt to the challenges, the relevant tools and systems, and ultimately the target operating structures and processes to meet all these challenges.
One thing is sure: General Management must think holistically about this function, which is more strategic than ever.
Analyze the adequacy of its Operating System (vision, structure, resources, processes and IS) with respect to the objectives and best practices of the market.
Target the adjustments to be made, to make the purchasing function more efficient.
Redefine or clarify purchasing processes to improve productivity.
Target the roles and responsibilities of all the contributors to the purchasing function.
Automate or digitalize key processes.
Target and size the relevant organizational structure in relation to your challenges.
Evaluate and train the resources of the purchasing function on the Performance-Risks-CSR dimensions.
Map, analyze, and verify the adequacy of the tools in place.
Help in the selection and deployment of appropriate purchasing solutions.
Improve performance management by tracking P&L gains