For several years, chief procurement officers have been focusing on reducing and cutting costs of purchased materials and services and ensuring the timely delivery of goods.
Today, they face much complex landscape of procurement, which is often dominated by legal issues, sustainability concerns, and regulatory and ethical concerns that could leave an impact on not only their company’s bottom line, but also its brand and public image.
Let’s read on more and get to know the challenges which have the potential to disrupt the dynamics of current supply chains. Procurement officers, who proactively address these issues, are likely to help their organization prepare for the future.
3. INTRODUCTION
• For several years, chief procurement officers have been focusing on reducing and
cutting costs of purchased materials and services and ensuring the timely delivery
of goods.
• Today, they face much complex landscape of procurement, which is often
dominated by legal issues, sustainability concerns, and regulatory and ethical
concerns that could leave an impact on not only their company’s bottom line, but
also its brand and public image.
• Let’s read on more and get to know the challenges which have the potential to
disrupt the dynamics of current supply chains. Procurement officers, who
proactively address these issues, are likely to help their organization prepare for
the future.
4. • Risk: By 2025, procurement management risk will experience a major shift,
moving away from emphasizing compliance to adapting to more holistic strategy
that includes total risk exposure, risk investigation services, risk mitigation
investments and risk transfer pricing.
• To give a way to this transition, procurement leaders need to develop category
managers based on the various approaches that can develop next generation
methods to tackle supplier risk management and factor to decide new metrics
into major sourcing and supplier management decisions.
• Sustainability: Procurement functions will go beyond the terminology of
managing costs and will seek to develop a supply chain that create and sustain
the economic and social value. This change will escalate as post-2000 generation
gain more economic status and stability in the workforce.
5. • Globalization: The traditional demand and supply poles that have shaped global
commerce over the last 50 years will change dramatically as the emerging
markets assume a greater role in the global economy.
• By 2025, most of the global companies will have a procurement manager to
source materials and services not only for their welfare and operations in the
country but also for the entire organization.
• Integration: By virtue of its position within the organization, procurement teams
are aware or should be aware of all the clients and the information and progress
flowing into the enterprise and demand and the product data flowing out to the
collaboration party.
• They will also become a reliable source for tracking information beyond costs,
and also on how the organization is meeting its sustainability and social
responsibility commitments.
6. • Finance: In future, procurement officers will need to broaden their skill set and
make themselves flexible in terms of procurement and strategic sourcing to help
their organization adapt to the complex challenges of managing the global supply
chain base. Many procurement officers will need to develop acumen that rivals
their counterparts.
• Innovation: By 2025, many leading procurement organization will serve as a
primary channel for discovering new ways to create values from the global supply
base value; whether by stream-lining new product development or outsourcing
noncore functions.
• In order to move this progress forward, procurement companies need to gain a
better understanding of the role outside entities play in bringing innovations to
their industries.
7. • Collaboration: In near future, leading procurement organizations will deploy
external traditional models far removed from traditional “buy and audit” models.
• Starting now, procurement organizations should understand the need to begin
moving towards establishing collaborative outsourcing and service acquisition
models to replace adversarial constructs that encourage zero-sum or win/lose
scenarios.
• Transparency: Social media and the increasing acceptance of information
transparency will amplify the degree of scrutiny on procurement organizations.
• For that sake, procurement leaders have to encourage their teams to adopt a
social mind-set and operating model that will sustain the corporate brand in this
more transparent era.
8. • Information: With the revolutionary changes and involvement of big data into
corporate decision making processes, best-in-class procurement organizations will
need to be more comfortable with advanced data mining and analysis techniques.
• Leading companies, now, need to start asking and analysing their capabilities that
how those skills and technologies need to evolve in the upcoming decade.
• People: The above listed 9 dimensions make the case for an extremely different
procurement functions within next 10 years.
• Even if only half of these predictions turn out to be true, the procurement leaders
of tomorrow will have to adopt a different worldview other than their counterparts
in the past.
9. • And to adapt to this change, savvy chief procurement leads are already thinking
about ways to find and nurture the next generation of their procurement leaders,
which needs their intellectual and geographical diversity to reassessed:
• New Blood: Procurement team will expand and attracts more number of people
with backgrounds in education and professional services, making it one of the
more intellectually diverse organizations within the enterprise.
• New Culture: Geographical shifts into emerging markets will require procurement
teams to recruit more diverse workforce that can design buying strategies relevant
to social and cultural dictates.
• New Mind-sets: Doing business in a more transparent society will require
procurement organizations to shift from “corporate social responsibility” to
“corporate social relationship”.
10. • New Profiles: The profile of the traditional buyer who got success through hard-
won negotiations that didn’t leave any money on the table will be replaced by
procurement teams that adopt a multidimensional approach to manage the
supply chain.
• Conclusion:
• The shift in finding tomorrow’s procurement leaders will mirror the overall
transformation for all procurement teams, in which they moved beyond the role of
buyers that specialized in finding, acquiring and ensure the timely delivery of
goods and services.
• Companies that begin adapting to the new procurement landscape today will be
poised to seize a competitive edge in the decade hand.
11.
12. CormSquare is cloud based procurement platform targeted
for small and medium enterprises (SMEs) and bulk purchases.
CormSquare is native end-to-end procurement software with
private market. CormSquare automates procurement
process, greatly reducing time. It also helps find right
suppliers at lower price. CormSquare saves procurement cost
and ease of procurement.
www.cormsqaure.com
Our Customer Relationship Officers (CROs) can assist you with
finding suppliers, supplier competency assessment and supplier
audit. Based on your requirement, our relationship officers can find
local, national or global suppliers.Our Customer Relationship
Officers (CROs) can assist in raising RFQs, RFIs, receiving quotes,
compare technical and commercial quotes, purchase order
management, delivery/document tracking and payable processing.
Our Customer Relationship Officers (CROs) can analyses your
procurement data and provide actionable intelligence.
13.
14. www.cormsquare.com
• Assisted Purchase – buyer receives customized
quote from cormsquare’s procurement professionals.
• End to End E-Procurement Suite on cloud, that
helps buyers in managing enterprise purchase.
• Seamless Responsive Interface which works across devices.
• Digital B2B Store front for supplier with digital catalogue, ePayment and
eProcurement Services
• Mini CRM Tools and Digital promotion assistance to our stakeholders.
• Collaboration with supplier to assist in Customer acquisition, engagement.
• Helping manufacturing and Buyers to master the transformation of their business.
