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Procurement Leaders’ Head of Strategy Research, Jonathan Webb, looks at the issue of risk in business relationships: both within the business and with third-parties. This looks at both the ‘light-side’ – how trust can strengthen buyers’ appeal. And the ‘dark side’ – the potential draw-backs of trust in relationships.


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Knowing your supply base and knowing whether all suppliers are adhering to set standards is a tricky business. Get it wrong and a business risks severe reputational damage but be too stringent and there is a risk of tying the supply base up in red tape. For a CSR programme these standards are essential and so striking the right balance is key for procurement.

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Suppliers from a diverse background bring with them multiple benefits to a supply chain not least of which are fresh ideas and creative thinking. Building a supply base that adds this diversity to it is a challenge however with fears rife over the ability of these suppliers, which tend to be small and medium-sized businesses, to keep pace with demand.
 
In this webinar we will explore how procurement is working to develop a diverse supply base and whether the different approaches that teams in the US and Europe are taking to achieve this.

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How do you rate your risk management programme? Listen to our experts discuss the latest Procurement Leaders research on Risk, as we take a look at whether procurement functions are focusing on the wrong types of risk, the role that psychology plays and how to find the balance between opportunity and risk.

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Any directs team is aware of the dangerous combination that commodity price volatility and supplier risk can create. Without a careful deployment of skills, data, tools and strategies, business can be at the mercy of shifts in the relevant materials markets. Procurement teams, charged with doing more for less and having outstanding insight into their suppliers’ markets, face a challenge to deliver a lean and effective risk offering capable of having a strong impact on the bottom line.
 
In this webinar, Procurement Leaders looks at the challenges surrounding the establishment of risk capabilities within a directs team. By looking at the formation of these strategies, the discussion will explore lessons that can guide a commodity risk strategy.

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Without proper performance metrics it makes it near on impossible for procurement to either judge how well it is doing or to prove the value that it is contributing to the business. Getting the right metrics in place is key, but depends on a number of factors including the maturity of a function and the control it has over different areas of spend. Failure to put the right metrics in place will not only damage procurement’s reputation for saving money but could also lead to a damage in morale within the team itself.
 
In this webinar we welcome Angus McIntosh, CPO, Beiersdorf and Ilja Döring, ‎Head of Procurement Program & Performance Management at Merck Group to discuss the KPIs that they use within their
organisations and how these will develop to measure the value the procurement brings to the business through non-financial metrics.

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Attracting, developing and retaining the very best talent is one of the CPOs most important but also most difficult jobs. Millenials, the new generation coming into the workforce, are attracted to the procurement function because of the opportunities it offers to travel, work closely with stakeholders inside and outside the business and help deliver ground breaking innovations. But, they need managing and developing in a way that it totally different to the previous generation. Get it wrong and you risk losing them to other business or worse other functions.
 
In this webinar David Lyon, CPO of Cancer Research UK and Cara Wiggins, research development director at Procurement Leaders, discuss the latest trends in talent and best practices when it comes to talent management.

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In this webcast, Procurement Leaders research analysts Alex Johnston and Jonathan Webb, provide a quick overview of part 2 of the recent technology and data report.

This discussion will focus on ERPs and change management. An exploration of current ERP and P2P provision and the areas companies are exploring investing more heavily in. We will also explore attitudes towards changing systems and some of the best techniques used to more effectively make this change.

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In this webcast, Procurement Leaders researchers Alex Johnston and Jonathan Webb, provide a quick overview of part 1 of the recent technology and data report.

They will be assessing the importance of technology trends for the function within the next five years, and will also discuss the potential, and existing, cost savings which result from automation.

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Insight into Procurement Leaders research, looking closely at common misperceptions around risk and risk management and why small-scale risks can cost more.

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In this webinar, Cara Wiggins, Research and Development Director, Procurement Leaders™ talks about our most important findings from our recent category management research.

As a business, procurement view the importance of category management in a variety of ways. In this webinar we will provide an understanding of the approaches procurement should be taking to ensure that the business is aligned in tackling their category strategies, looking at long term observations, actionable methods for reinvigoration and the relationship between category management and SRM.

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A short webinar on the importance of taking the initiative and building a proactive plan to boost value in your category in 2017.

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A compelling category plan must bring together fresh information and ideas to convey a potentially complex set of scenarios to a diverse group of stakeholders. This webinar will provide you with tips on the utilisation of external data and proven formats to convey these insights.

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Watch out Category Planning Guide webinar to hear an overview of the report's key findings from our Head of Strategy Research.

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KEY TAKEAWAYS

  • The chain of supply gets foggier and foggier the further down the supply chain and those at the top of the chain are often unaware of the very end of the chain, said Marcus Wilson.
  • The components used in Improvised Explosive Devices (IEDs) are often suppled through government issued licences. Components are usually legal, but they become illegal when they end up in the hands of terrorist groups.
  • The chain of custody of a product from the acquisition by a client to the hands of IS forces can take as little as 1 month.
  • Manufacturers of products which can have a military end use have a responsibility for due diligence and to find out where their products end up. Sharing information is key to tackling this issue.
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KEY TAKEAWAYS

Transform: how do you move your position as the organisation’s ’buyer’, from a less favourable position to one that makes commercial impact? Focus on how to redesign your capabilities to change the interaction between your organisation and the supply base.
With the partnering model, you identify the business’ potential and then you look at the business area within the partnership. This helps regain control.
Use technology, innovation and different business models to grow the approach you choose, and don’t overlook the necessity to build different competencies from staff.
Challenge everything and benchmark competition to look at what other companies are doing and what can be done differently.

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KEY TAKEAWAYS

  • 70% shareholder return achievable at Johnson and Johnson because of the relationships built between suppliers that allow innovation. The company’s long term profitability depends on it.
  • J&J have shifted to have a culture of innovation for people who are comfortable with ideas coming from anywhere, such as no strings attached labs for startups.
  • To move from a supplier to a partner: world class capabilities; collaborative and performance focused partnership model; key financial metrics with a 5 year view.
  • Understanding the value of procurement; short term-cost improvement vs long term growth not necessarily conflicting. Difficult to sustain without value creation, putting procurement as the main focus.
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KEY TAKEAWAYS

  • How to get started and sequence an agenda by combining analytical approaches and personal experience
  • How to leverage synergies in processes, people, suppliers and technology and build a collaborative, cross-functional organization that delivers enhanced value
  • Personal insights, lessons learned and best practices
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  • How to ensure alignment of corporate and business unit leadership to new operational model
  • How to implement a global procurement transformation rapidly and maintain momentum
  • Key success factors and lessons learned – An in-progress view
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  • How leading companies are implementing Big Data across their supply chain functions
  • An end-to-end perspective on the application of big data analytics in supply chain management
  • The “roadmap” to successfully implement big data analytics across your supply chain
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KEY TAKEAWAYS
How to build stakeholder alignment and leadership commitment
How to ensure successful change management and drive widespread adoption
Personal insights and lessons learned

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KEY TAKEAWAYS:

 A 360 degree approach to your strategy work
 Bring proven best practices to life in your own context
 Maersk identified three specific tracks to pressure test their current and future procurement strategy

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KEY TAKEAWAYS

  • Internal communication is key when ensuring a sustainable procurement process
  • Collaborating with suppliers and seeking an external perspective is of paramount importance
  • Putting the programme into practise requires a repeated and unified message to the business and suppliers alike
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KEY TAKEAWAYS

  • The days of ’cranking the handle’ are dead: CPOs and their teams need to move beyond process and focus on people
  • Procurement’s right to exist depends on its ability to deliver strategic value, beyond cost reduction, to the wider organisation
  • Speak the language of the business: the best way to engage internal customers is to communicate real insight in an effective way
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KEY TAKEAWAYS

  • Collaboration is key to transformation
  • Always transform to be agile (not to a certain situation)
  • Invest in building capabilities beyond procurement because procurement is a business skill
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KEY TAKEAWAYS

  • The development of new technologies is happening at a rapid pace and this is disrupting the way businesses and procurement operates.
  • You shouldn’t fear this change, you should embrace it. Many companies, like GE, are already doing so and reaping the rewards.
  • Investment is needed in cyber security. Failure to do so will leave the business open to risk.