Companies with high-performing procurement organisations are driving better bottom line results. According to an IBM study announced at the Smarter Commerce Global Summit, these organisations report profit margins of 7,12% as compared to just 5,83% for companies with low-performing procurement organisations.
Also, companies with top performing procurement organisations report profit margins 15% higher than the average company – and 22% higher margins than companies with low performing procurement organisations.
The 2013 Chief Procurement Officer Study was conducted by the IBM Institute of Business Value (IBV) and highlights the business impact that Chief Procurement Officers (CPOs) can have on a company’s competitive advantage and profitability.
It explores how top-performing CPOs can increase their influence over strategic business imperatives by driving efficiency and performance, introducing innovative new processes and uncovering new insight into supplier networks that have a measurable effect on the bottom line.
The largest of its kind, the study surveyed 1,128 procurement executives in 22 countries across North America, Europe and Asia Pacific.
Of the respondents, 15% were found to be top performers, defined by their ability to exert influence and drive innovation across their companies, while also excelling at procurement fundamentals. The study identified several common actions that enable top performing procurement organisations to achieve such impressive results.
They:
* Gain insight through big data analytics – by using analytics to tackle big data challenges, CPOs can gain new insights into internal business operations and their supplier networks to identify vulnerabilities. 83% of high performing CPOs excel at leveraging analytics compared to just 63% of the low performers.
* Collaborate well within and beyond the enterprise – Social Business technology helps global procurement organisations to connect with internal and external partners. According to the study, 80% of high-performing companies report that collaboration across departments, such as IT, marketing and sales, is both a key strength and an investment priority, compared to only approximately 45% of low performers.
High performing procurement organisations see the benefit of close partner collaboration, and therefore are more likely to create strategic alliances. For example, top performers direct 38% more of their annual spend through strategic alliances than low-performing organisations.
* Adapt to changing market conditions – by using big data insights and collaboration, high performing CPOs are in a better position to quickly respond to changing internal and external conditions, from demand changes to supply disruptions and product redesigns.
The study showed that 73% of top performing procurement organisations are effective at gathering insights from the supplier community, compared to only 16% of lower performing counterparts.
“There are tens of millions of dollars at stake, and the IBM IBV CPO study reveals how and why high performing procurement leaders have significant impact on their organisation,” says Craig Hayman, general manager, IBM Industry Solutions.
“As CPOs take a broader view of their role and embrace technology, they have an unprecedented opportunity to become even more instrumental in transforming their organisations by modelling themselves against the world’s most innovative and effective procurement organisations.”
As companies re-align their organisations to take a more customer-centric approach, the role of procurement professionals is changing from a traditional back-office, transaction oriented role to one with more visibility and influence among C-suite executives, who are keen to manage risk that can undermine profitability.
CPOs are well positioned to help identify and mitigate supply-related vulnerabilities because they serve as the bridge between suppliers and internal consumers. Similarly, procurement teams can utilise data analytics to help improve demand forecasts and identify additional savings opportunities within spend categories.
To be influential and secure a seat among c-suite executives, procurement professionals must exploit their unique position as a conduit between the enterprise and the outside world to improve their company’s responsiveness to dynamic market conditions, while minimising risk, volatility and price fluctuations that can compromise profit margins.
In reviewing the survey findings, key capabilities to achieve these objectives include employing best practices with procurement technologies and talent development. There is a strong correlation between being a top performing procurement organisation and effectively using procurement technologies.
For example, in regards to supplier relationship management, the study found that 94% of top performing companies are highly effective in their use of procurement technologies, compared to 44% of all surveyed companies are average or below average in their technology effectiveness.
The study also found that CPOs think that supplier intelligence solutions, including 360-degree global view of supplier relationships and procurement performance dashboards, will be the most important area of investment over the next three years. Top performing organisations also are turning to social business for innovative ways to manage their global teams and collaborate with their suppliers.
The study found that high performers are more likely to use social tactics such as crowd sourcing (81%) and collaborating on product development with suppliers (88%), versus their low-performing counterparts (38% and 47% respectively).
CPOs of top performing procurement organisations know that success depends on getting skills and expertise needed to execute the mission they have been given.
By percent, twice as many top performers as low performers view recruiting and talent development retention as a key strength. Top performers also extend these human capital advantages because they are equally aggressive in their investment plans for retention, recruiting and talent development.
The 2013 Chief Procurement Officer Study was conducted by the IBM Institute of Business Value (IBV) and highlights the business impact that Chief Procurement Officers (CPOs) can have on a company’s competitive advantage and profitability.
It explores how top-performing CPOs can increase their influence over strategic business imperatives by driving efficiency and performance, introducing innovative new processes and uncovering new insight into supplier networks that have a measurable effect on the bottom line.
The largest of its kind, the study surveyed 1,128 procurement executives in 22 countries across North America, Europe and Asia Pacific.
Of the respondents, 15% were found to be top performers, defined by their ability to exert influence and drive innovation across their companies, while also excelling at procurement fundamentals. The study identified several common actions that enable top performing procurement organisations to achieve such impressive results.
They:
* Gain insight through big data analytics – by using analytics to tackle big data challenges, CPOs can gain new insights into internal business operations and their supplier networks to identify vulnerabilities. 83% of high performing CPOs excel at leveraging analytics compared to just 63% of the low performers.
* Collaborate well within and beyond the enterprise – Social Business technology helps global procurement organisations to connect with internal and external partners. According to the study, 80% of high-performing companies report that collaboration across departments, such as IT, marketing and sales, is both a key strength and an investment priority, compared to only approximately 45% of low performers.
High performing procurement organisations see the benefit of close partner collaboration, and therefore are more likely to create strategic alliances. For example, top performers direct 38% more of their annual spend through strategic alliances than low-performing organisations.
* Adapt to changing market conditions – by using big data insights and collaboration, high performing CPOs are in a better position to quickly respond to changing internal and external conditions, from demand changes to supply disruptions and product redesigns.
The study showed that 73% of top performing procurement organisations are effective at gathering insights from the supplier community, compared to only 16% of lower performing counterparts.
“There are tens of millions of dollars at stake, and the IBM IBV CPO study reveals how and why high performing procurement leaders have significant impact on their organisation,” says Craig Hayman, general manager, IBM Industry Solutions.
“As CPOs take a broader view of their role and embrace technology, they have an unprecedented opportunity to become even more instrumental in transforming their organisations by modelling themselves against the world’s most innovative and effective procurement organisations.”
As companies re-align their organisations to take a more customer-centric approach, the role of procurement professionals is changing from a traditional back-office, transaction oriented role to one with more visibility and influence among C-suite executives, who are keen to manage risk that can undermine profitability.
CPOs are well positioned to help identify and mitigate supply-related vulnerabilities because they serve as the bridge between suppliers and internal consumers. Similarly, procurement teams can utilise data analytics to help improve demand forecasts and identify additional savings opportunities within spend categories.
To be influential and secure a seat among c-suite executives, procurement professionals must exploit their unique position as a conduit between the enterprise and the outside world to improve their company’s responsiveness to dynamic market conditions, while minimising risk, volatility and price fluctuations that can compromise profit margins.
In reviewing the survey findings, key capabilities to achieve these objectives include employing best practices with procurement technologies and talent development. There is a strong correlation between being a top performing procurement organisation and effectively using procurement technologies.
For example, in regards to supplier relationship management, the study found that 94% of top performing companies are highly effective in their use of procurement technologies, compared to 44% of all surveyed companies are average or below average in their technology effectiveness.
The study also found that CPOs think that supplier intelligence solutions, including 360-degree global view of supplier relationships and procurement performance dashboards, will be the most important area of investment over the next three years. Top performing organisations also are turning to social business for innovative ways to manage their global teams and collaborate with their suppliers.
The study found that high performers are more likely to use social tactics such as crowd sourcing (81%) and collaborating on product development with suppliers (88%), versus their low-performing counterparts (38% and 47% respectively).
CPOs of top performing procurement organisations know that success depends on getting skills and expertise needed to execute the mission they have been given.
By percent, twice as many top performers as low performers view recruiting and talent development retention as a key strength. Top performers also extend these human capital advantages because they are equally aggressive in their investment plans for retention, recruiting and talent development.