I’m going to call out a comment made by the Sourcing (Optimization) Grand Master himself, Paul Martyn, to a recent post I made echoing Matthew Buckingham‘s statement that today’s procurement leaders aren’t enough for tomorrow:
“If tomorrow’s environment demands creativity and crusading, how do you see procurement leaders operationalizing that without it devolving into noise?
More specifically:
What does “creative” procurement look like in a measurable, repeatable way
And how does a “crusader” avoid becoming a blocker instead of an enabler when pushing the C-suite to abandon comfortable models?
Feels like the gap isn’t mindset, it is translation into decision systems that actually move outcomes.”
You need
3) outcomes
2) created by decision systems
1) that support your sourcing and procurement needs
This requires
1) Sourcing Excellence in execution
2) BIC multi-objective optimization and analytics that fit into
3) a proper category framework for your organization, like the Busch-Lamoureux Exact Purchasing Framework, that helps you understand the systems and processes you need to employ in each category
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