Profit from procurement : how to add 30% to your bottom line by breaking down silos /

"Procurement represents 50% of a business's costs. But traditional procurement processes are broken and ill-equipped to take advantage of the potential savings, and procurement teams aren't traditionally seen as integral to business success. Now that COVID has put a spotlight on the i...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autores principales: Klein, Alex (Author of Profit from procurement) (Autor), Whatson, Simon (Autor), Oliveira, Jose (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, New Jersey : Wiley, 2021.
Temas:
Industrial procurement.
Business logistics.
Approvisionnement dans l'entreprise.
Logistique (Organisation)
Business logistics
Industrial procurement
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright
  • Contents
  • Chapter 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
  • Chapter 2: AMBITION: Ensuring You Are Set Up for Success
  • A Dirty Procurement Word
  • Walk, Then Run
  • What to Aim For
  • The function with no standing
  • The function with traction
  • The mature function
  • Getting Buy-In
  • Achieving Your Ambition: Customer Focus
  • Chapter 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
  • Chapter 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
  • Define success and align incentives
  • Build a team of diverse skills
  • Ensure the team is versatile
  • Focus on execution
  • Attraction and Retention of Talent
  • Being Bold When Hiring
  • Chapter 5: OPERATING MODEL: Making It Work in Practice
  • Documenting the Future Model
  • The Center-Led Approach
  • The foundational layer
  • The category layer
  • Shifting from Reactive to Proactive
  • Organic Growth to a Proactive Focus
  • Step 1: Visibility of work
  • Step 2: Start prioritizing
  • Step 3: Build and maintain a hopper of opportunities.
  • Isn't This Just Agile?
  • Chapter 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?
  • 1) You need to execute well and have good deliverables
  • 2) You need to engage formally and meaningfully at all levels
  • 3) You need to use effective stakeholder engagement skills
  • 4) You need to exhibit a service mindset
  • 5) You need to position yourself internally as a proactive dealmaker
  • 6) You need to share credit, and help rather than take away
  • 7) You need air cover
  • Specific Functions
  • What Can We Learn from the Consultants?
  • Conclusion
  • Chapter 7: SUPPLIERS: Engaging Effectively
  • Supplier Management-The Traditional Approach
  • The Strategic Supplier-a Competitive Advantage
  • Shifting the Mindset
  • Beware the RFP
  • Chapter 8: NON-SAVINGS PRIORITIES: Balancing Your Objectives
  • Is There More to Procurement than Savings?
  • Consult the Business First
  • The Procurement Balanced Scorecard
  • Sustainability
  • Supply chain risk and resilience
  • Customer service levels and accessing innovation
  • Sustainability
  • Social sustainability
  • Environmental sustainability
  • Financial sustainability
  • Get the Right Sustainability Key Performance Indicators
  • Embarking on Your Sustainability Program
  • Chapter 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
  • Chapter 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
  • Own your data and don't over-configure!
  • Visualize your data
  • Manage your knowledge
  • Technological Disruption Is Coming!
  • Chapter 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
  • Chapter 12: PRIVATE EQUITY: Learning Lessons from PE
  • Private Equity and Procurement
  • Changing Attitudes
  • So Why Are Procurement and PE Such a Good Match?
  • 1) PE is all about value creation and EBITDA, a great fit with Procurement
  • 2) PE "gets" the Procurement opportunity and creates a platform to deliver the potential
  • 3) PE helps with speed and rigor of execution
  • 4) Joint ownership creates the right incentives and behaviors
  • 5) PE elevates Procurement to Executive Committee level, which facilitates cross-functionality
  • 6) Leading PE funds drive Procurement as a structured program across their portfolios
  • What Can Non-PE Learn from PE?
  • Chapter 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!
  • 1) Procurement ambition and role
  • 2) Functional improvement plan
  • 3) Sourcing savings execution plan
  • 4) Procurement investment business case
  • 5) Program structure and governance
  • Putting It All Together
  • Getting It Bought Off
  • Concluding Thoughts
  • Chapter 14: CONCLUSION: Summary and Final Thoughts
  • Procurement Is Not Rocket Science, but It's Difficult to Do It Right.
  • 1) Procurement represents a huge untapped opportunity
  • 2) You need to have a strong team that's appropriately organized
  • 3) You have to drive a sourcing program and execute it well
  • 4) Savings credibility is vital
  • without it, you will fail
  • 5) Stakeholder buy-in and cross-functional working is everything
  • 6) You have to learn to walk before you can run
  • 7) Technology is not the answer-it's only an enabler, and must be used judiciously
  • Breaking Down Silos
  • Acknowledgments
  • About the Authors
  • List of Acronyms
  • Index
  • EULA.

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