Six Essential Elements of a Winning Global Procurement Strategy

By Guest Editor

August 10, 2016 at 8:31 AM

By Rick Bender, Sales Director, CenterPoint Group

For many businesses, global procurement is about driving down costs across the supply chain. Businesses that adopt a global procurement mindset look for ways to streamline purchasing of materials, technologies, and resources, as well as negotiate more competitive deals and financial arrangements. But increasingly, global procurement is being seen as an unprecedented opportunity to strengthen working relationships across different divisions of the company and apply this collective wisdom to drive performance and sales.

With so much riding on global procurement, businesses today need a long-term strategy to ensure everyone who plays a role in the supply chain will be on the same page. This task can seem daunting, particularly for complex, multinational organizations where different divisions and teams may inherently distrust others and/or where dominant personalities can make purchasing decisions that are arbitrary and counterproductive. A comprehensive global procurement strategy is essential to combatting these potential pitfalls and undoing any damage that’s already been done. Let’s review the six essential elements of a winning global procurement strategy: 

Decisions should be made in a systematic manner that leaves politics out: The most effective global procurement strategy is one that guards against allowing procurement decisions to be influenced by personal beliefs and emotions, internal company politics, and fiefdom-type self interests. Thus, criteria should be developed for all decision-making processes. For example, a proposed change should be shared widely with all teams and divisions, and input should be actively solicited; then, a review team should actively compile and synthesize the feedback. Meanwhile, on the back end, decisions should be made transparently, with clear documentation and justification to encourage widespread buy-in.

Emphasis should be placed on articulating responsibilities, not hierarchy: As business leaders are developing a global procurement strategy, they tend to focus on how individual people fit into the procurement hierarchy. This emphasis on organizational structure is logical and instinctive, but it unfortunately has a limited effect in terms of promoting efficiencies and streamlining purchasing operations. That’s because the implicit assumption when creating hierarchies is that the individuals who populate them will know what to do. The reality, however, is that these individuals can only work cohesively if they all are on the same page about what their responsibilities are and how they fit into the larger decision-making framework.

Procurement processes should be calibrated for the local, regional, and global levels: One of the easiest things to do when designing procurement processes is to not think about how they will actually play out across all levels of the purchasing infrastructure. Just because a process works optimally at the global level does not mean that every local supply market is run the same way, or that every regional team will have enough flexibility and/or oversight to be able to carry out its mandates. Thus, any processes or frameworks that are designed should be vetted at a minimum of three levels: local, regional and global. 

Targeted professional development opportunities should be created: As much as global procurement can run smoothly in theory, it takes real people to make it work in practice. And as individual employees are hired, promoted, and replaced, there should be programs in place to ensure they’re getting the professional development opportunities they need to grow and succeed.

Cost savings should be tracked clearly and compellingly: For individual procurement teams and employees to see the value of working concertedly and in unison, they need to see results. Thus, businesses should design mechanisms to track cost savings on an ongoing basis and report on the results in a clear, compelling manner. When employees are convinced they’re making a difference for the bottom line, they’re more likely to buy into the global procurement strategy and work hard to achieve global cost-savings goals.

Emphasis should be put on building and strengthening relationships: Cost savings is the number one goal of global procurement; but also important when developing a procurement strategy is implementing processes and practices that strengthen ties with suppliers and increase internal cooperation. Relationship-building is essential in any line of work; for global procurement, it means opportunities to identify additional efficiencies.

A successful global procurement strategy can drive process improvement, technology enablement, and improved information management. The keys to creating this winning strategy are to promote systematic decision-making, articulate responsibilities instead of hierarchy, calibrate processes across multiple levels, create professional development opportunities, track cost savings, and focus on relationship-building.

Rick Bender.jpgWith more than 30 years of experience working with and providing excellent customer service to companies of all sizes, Rick Bender now is the Sales Director at CenterPoint Group. CenterPoint is a management consulting firm that specializes in reducing purchasing expenses of businesses in areas such as office supplies, janitorial supplies, reducing cellular phone expense, fleet maintenance, gas and rental car expense, small parcel, and industrial supplies.  




Tags: purchasing MRO indirect Supply chain management Procurement sourcing office GPO group purchasing global procurement
Category: News Article

Guest Editor

user_avatar


Please add a comment

You must be logged in to leave a reply. Login »


Related Content

Thought Leadership and the Demise of Your Third-Party MRO Outsourcing Program: Part 4

George E. Krauter

When one defines third-party MRO (3PMRO) success, one assumes that fundamental operations are being executed and that expectations are being met (i.e., ROI goals are surpassed} Read More

Guidance for Addressing the New Talent Acquisition Challenge

Dennis Bouley

The US Labor Department reported in March of this year that there were 6.6 million job openings, a record high. Although most of us applaud these numbers Read More

Millennials in Supply Chain Management Seek Advancement and Development Opportunities

Marisa Brown

Millennials working in the supply chain management field don’t fit the mold that the older generation assumes for them. APQC’s recent study Read More


Supplier Profiles

Staples

Staples Advantage is the one supplier that offers all the business solutions you need, all with the expertise of a specialty vendor. Read More

Digi-Key

It started in 1972 with an idea, a new concept in distribution. Today, Digi-Key Corporation is one of the fastest-growing electronic component distributors in the World. The stimulus for this growth is Digi-Key's customer-centered business philosophy… Read More

Lunney Advisory Group

Lunney Advisory Group was founded in 2007. Our firm is not your typical consulting company. Some members of our firm are highly qualified and experienced industry executives/practitioners while others are full time or adjunct university professors.… Read More


Webcasts

What CEOs Expect Of Purchasing

Guest Contributor

Procurement and supply management leaders have a seat at the table, and management’s expectations are high. But what do CEOs really want, and is purchasing delivering on these expectations? This webcast looks at how procurement and supply management … Read More

Growing Purchasing Influence On Indirect Spending

Guest Contributor

At world-class companies, purchasing’s influence touches just about every area of spending. But, how exactly do procurement teams get to the point where other departments approach them for help with sourcing such indirect categories as human resource… Read More

Procurement-Finance Collaboration

Guest Contributor

Procurement & finance are two business functions which are often at loggerheads with each other. One reason for this is the lack of perception alignment on an important metric of procurement and finance performance - 'savings'. Read More