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Reviewing pandemic responses and strategies, some CPOs and Procurementteamsmanaged a bit better than their peers as uncertainty and change mounted. These teams were able to quickly communicate and negotiate with their key suppliers to establish a “supplier of choice” solution. .
Therefore, the survey gives a fascinating insight into the impact that the pandemic has had on procurementteams globally. “70% 70% of respondents maintained or increased digital procurement investment post covid” . The feedback from the survey was that process adaption and changemanagement are the most important factors.
These solutions also improve collaboration among organizations and suppliers, and enable procurementteams to leverage data analytics to optimize contract negotiations, payments, buying patterns and more. While starting with a clear strategic vision is essential, these challenges will still need to be addressed.
As public procurementteams face increasing pressure to improve efficiency while upholding compliance and transparency, it’s essential that they have the right strategies in place. After all, how can you streamline procurement processes without sacrificing your standards? Scalability. Data Insight Strategy. Conclusion.
Reviewing pandemic responses and strategies, some CPOs and Procurementteamsmanaged a bit better than their peers as uncertainty and change mounted. These teams were able to quickly communicate and negotiate with their key suppliers to establish a “supplier of choice” solution. .
The GBS procurement population is c.180 Develop and lead the implementation of the Indirect procurement strategy. Leadership of the centralised indirect procurementteam. Development of effective (Direct & Indirect) Supplier engagement and relationship management.
ChangeManagement. Communication is the largest part of changemanagement, but it deserves independent consideration as well. Ensuring that there is a dedicated changemanagement workstream mitigates the risk level of the entire implementation. Where are the greatest changes taking place?
In fact, 54% cite this challenge as a key obstacle to digital solution deployment, along with changemanagement and involvement of internal stakeholders — in other words, the human component of technology implementation.
As organizations look beyond the panic and shocks created by Covid-19, procurement leaders must show that they can contribute to restoring growth and supporting a broader list of objectives. The reality is that too few procurementteams have experience here. A core goal of Ivalua’s in 2021 is to help more leaders do so.
Today, procurement leaders have a seat at the table in e-staff meetings. How has the role changed over the past few years? It’s changed dramatically. Procurementteams were just buyers who delivered what other departments told them to buy. In the past, we were seen as overhead, not as a strategic partner.
This prompted the procurementteam to dig deeper and figure out what that barrier was, and why it was difficult for these businesses to get bonding. We formed small functional working groups, tackled intent questions, and ensured that different perspectives were captured in the design and changemanagement practices we were developing.
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