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Procurement Transformation Must Align With the C-Suite's Expectations to Substantially Impact the Business
9 February 2011
 
Mickey North Rizza  

This research targets the CPO looking to increase procurement and the sourcing team's business impact. It defines a maturity continuum to assess the procurement organization's capabilities. This assessment facilitates a three- to five-year plan to increase the organization's capabilities.





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Table of Contents

Contents
  • Analysis
    • Beyond 2010: The New Requirements
    • Maturity Assessment
    • Stage 1 (Local Sites and Functional Silos): React to Meet Requirements
    • Stage 2 (Shared-Service Hubs): Consolidate, Leverage and Automate
    • Stage 3 (Demand-Driven Supply): Managed Spending, Visibility and Collaboration
    • Stage 4 (Segmented Value-Driven Network): Portfolio Optimization, Scenario Analysis and Risk Strategy Execution
    • Path to Success
      • Indirect Procurement
      • Supply Chain or Direct Materials Procurement
      • Procurement (All)
    • Taking Invention to the Bank
  • Recommended Reading
Figures
Figure 1.
Procurement Transformation/Change Maturity Journey
Figure 2.
Procurement Transformation = Demand-Driven Value Network Excellence
Figure 3.
Procurement Transformation = Demand-Driven Value Network Excellence
Figure 4.
Procurement Transformation = Demand-Driven Value Network Excellence
Figure 5.
Procurement Transformation = Demand-Driven Value Network Excellence
Figure 6.
Procurement Transformation = Demand-Driven Value Network Excellence
Figure 7.
DDVN Procurement and Sourcing Maturity




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Resource Id: 1543532