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Published: 18 November 2022



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  • 企業におけるサステナブルな利益を実現するために、調達組織は提供する価値の多様化を迫られている。

  • これにより、調達組織の役割、スタッフの業務、成功の定義は、新たな組織のオペレーション・モデルに移行するため、見直され始めている。

  • カテゴリ管理とベンダー管理は、ソーシング (購買管理) を超えないまでも、同等に重要になる。

  • 能力を有する人材、テクノロジ、および価値観が一致するベンダーの不足が、調達組織の進歩を妨げる最大の障壁となる。



  • マテリアリティ・アセスメント (重点課題の評価) を用いて、ステークホルダーの最も重大な関心/懸念事項に対応する調達戦略を計画・構築し、実行する。

  • 調達組織の役割と方針、報酬/表彰プログラム、マネージャーのマインドセットを改善し、上記の戦略的業務を、組織内の標準的な職務とする。

  • 調達する製品やサービスごとに多様化しているステークホルダーの期待に応えるため、カテゴリ管理とベンダー管理を、少なくとも現在の購買管理 (ソーシング) と同等に重視する。

  • ビジネス部門と共に、カテゴリごとの調達戦略を担える人材の育成や、プロセスの自動化/アナリティクスを強化するテクノロジへの投資計画を策定する。また、既存ベンダーに対しサステナビリティ評価を実施し、自社とベンダーの価値観の整合性を確認する。

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Ryuichi Tsuchiya

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