Читать книгу Profit from Procurement - Jose Oliveira Valentede - Страница 2
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1 Cover
5 1 INTRODUCTION: Why Procurement, and Why Now? What Follows Is a True Story Procurement Is a Company's Number One Cost, Making It a Huge Profit Lever Why Is Procurement Not Optimized? Remit Mindset Vicious Cycle…and Opportunity The Birth of Strategic Sourcing—Dawn of a New Era…or Not? Bad Best Practice Why Now? About This Book
6 2 AMBITION: Ensuring You Are Set Up for Success A Dirty Procurement Word Walk, Then Run What to Aim For Getting Buy-In Achieving Your Ambition: Customer Focus
7 3 SOURCING EXECUTION: Making Sure That the Engine Room Delivers Building the Baseline / “Profiling the Category” Conducting a Supply Market Analysis Drawing Up the Sourcing Strategy Executing an RFP Event Conducting Supplier Negotiations and Selection Sourcing Tools Savings Credibility Sourcing Gates Time with Stakeholders Program Management Execution After the Storm Sourcing Is the Engine Room
8 4 PEOPLE: Building a Winning Procurement Team Who Do We Need in Procurement? The CPO Today's Old School Procurement Skillset Tomorrow's Procurement Team Attraction and Retention of Talent Being Bold When Hiring
9 5 OPERATING MODEL: Making It Work in Practice Documenting the Future Model The Center-Led Approach Shifting from Reactive to Proactive Organic Growth to a Proactive Focus Isn't This Just Agile?
10 6 CROSS-FUNCTIONAL CHANGE: Repositioning the Function as a True Partner Why Is Cross-Functional Change Management Important? Procurement Often Lacks the Required Skills and Mindset How Do We Do It Effectively? Specific Functions What Can We Learn from the Consultants? Conclusion
11 7 SUPPLIERS: Engaging Effectively Supplier Management—The Traditional Approach The Strategic Supplier—a Competitive Advantage Shifting the Mindset Beware the RFP
12 8 NON-SAVINGS PRIORITIES: Balancing Your Objectives Is There More to Procurement than Savings? Consult the Business First The Procurement Balanced Scorecard Sustainability Get the Right Sustainability Key Performance Indicators Embarking on Your Sustainability Program
13 9 SAVINGS REALIZATION: Stemming the Leaks What Is a Saving? The Importance of Data and Baselining Savings Need to Be Delivered Before They Can Be Measured The CFO Needs to Be Procurement's Best Friend TINCSIBR It's All About Compliance Effective Budgeting Savings Leakage Points Key Steps to Stem the Leakage
14 10 TECHNOLOGY: Investing in and Adopting the Right Tools A Procurement Revolution That Hasn't Happened The Steam Powered Tesla Technology's Promise to Procurement Investing in Technology—the Fundamentals Technological Disruption Is Coming!
15 11 CONSULTANTS: Using Consultants in Procurement Why Use Consultants? How to Select the Right Consulting Partner How Should I Best Use the Consultants? How Do I Make Sure That I Get the Best Value from My Consultants? It's All About the People Weaning Yourself Off the Drug What Do We Do When It All Goes Horribly Wrong…or How to Avoid That Happening
16 12 PRIVATE EQUITY: Learning Lessons from PE Private Equity and Procurement Changing Attitudes So Why Are Procurement and PE Such a Good Match? What Can Non-PE Learn from PE?
17 13 ROADMAP: Making a Concrete and Realistic Plan Transforming by Doing Putting the Plan Together Start by Talking to People…or Even Listening to People! Putting It All Together Getting It Bought Off Concluding Thoughts
18 14 CONCLUSION: Summary and Final Thoughts Procurement Is Not Rocket Science, but It's Difficult to Do It Right Breaking Down Silos
22 Index
List of Illustrations
1 Chapter 1Figure 1.1 Procurement Spend as a Percentage of Total Cash OutflowsFigure 1.2 Procurement's EBIT Impact
2 Chapter 3Figure 3.1 Strategic Sourcing ProcessFigure 3.2 Six Generic Sourcing StrategiesFigure 3.3 Strategic Sourcing Success FactorsFigure 3.4 Strategic Sourcing Governance
3 Chapter 5Figure 5.1 Elements of a Procurement FunctionFigure 5.2 Strategic Sourcing Governance
4 Chapter 9Figure 9.1 TINCSIBR Savings Progression over TimeFigure 9.2 Savings Leakage Points
5 Chapter 11Figure 11.1 Weaning Yourself Off the Consultants—Client Example
6 Chapter 13Figure 13.1 Procurement Transformation PlanFigure 13.2 Functional Improvement VisionFigure 13.3 Procurement Maturity over TimeFigure 13.4 The Category Prioritization (“Bubble”) Chart
7 Chapter 14Figure 14.1 Chapters and Themes
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