Real lasting change requires give and take. If procurement is to make enough change to satisfy even a fraction of the wants and needs listed above, we can’t do it alone. This is probably the largest factor missing from procurement transformation efforts; we are trying to change ourselves in a vacuum.
If our goal is to become more strategic by creating increased shareholder value or contributing to corporate competitive advantage, we need access to shareholders and corporate strategy setters. If we are going to collaborate with suppliers, we need the authority to take a multi-dimensional look at carefully selected spend categories and play a long-term, relationship-oriented game that isn’t tethered to a savings target.
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