By Steve Hall, Editor of Procurement Leaders
You can’t entirely blame a procurement executive for having a chip on their shoulder – they’re responsible for millions, even billions of spend, but yet they risk becoming outsiders in the organisation; siloed off or constrained by the demands of other functions that limit their impact.
Sometimes procurement’s fault is a product of its own misconceptions; functions have grown up delivering easy savings by beating up suppliers and when that ‘low-hanging fruit’ has all been harvested, they’re left without the capabilities to deliver value to stakeholders.
Maybe, then, it’s not just other functions that are learning what procurement is and what it does – teams are learning about themselves. Here’s five reasons that’s been such a difficult journey.