Precision railroading and procurement maturity
I s s ue 1 9 • w w w.c p o strate g y.co m
How can digital procurement manage organisational goals?
A match made in AI heaven
Partnering to procure value —Alan Rankin, CPO of STADA
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For one last time in 2020… Hello and welcome to the final CPOstrategy Magazine of 2020 (issue 19 if you’re keeping count!)
EDITOR IN CHIEF Andrew Woods
EDITOR Cover star Alan Rankin, CPO of STADA, discusses how a procurement journey aims to truly cement STADA as a world-leading procurement organisation. We explore what a ‘world-class’ procurement organisation entails and how that enables a future of growth for STADA. “It’s a massive transformation in the sense that you’re building the plane, but you’re also flying the plane. So it’s a question of transform and perform,” he says. Elsewhere, we have an exclusive feature on CSA Group. Four years into a massive procurement transformation journey, we catch up with Manny Satija, Vice President, Strategic Initiatives and Supply Chain, and the man in charge of bringing this journey to life through experience and a transformational mindset. We also speak with Paul Harridine VP of Procurement and Supply Management at CN, as he praises the resilience of his procurement team in delivering procurement efficiencies during what has been a most challenging year. Rounding out the magazine, Dave Brittain of Amazon Business looks at how digital procurement can help manage organisational goals, we look at the five worst practices in procurement as compiled by the GEP and Greg Watts tells us why AI and procurement is a match made in heaven. Enjoy the issue!
Dale Benton, Editor content@b2e-media.com
Dale Benton
SOCIAL MEDIA MANAGER Callum Rivett
CONTRIBUTING EDITOR Nell Walker Kevin Davies
GRAPHIC DESIGNER Dhruti Vithani
CREATIVE LEAD Mitchell Park
VP GLOBAL FINTECH & INSURTECH Alex Page
VP TECHNOLOGY Andy Lloyd Craig Daniels
VP PROCUREMENT Heykel Ouni Greg Churchill Richard Deane
PRESIDENT & CEO Kiron Chavda
Contents
26
Amazon Business: How digital procurement can help manage organisational goals
6
STADA: Partnering to procure value
36
CN: Precision railroading and procurement maturity
78
Five worst practices in procurement
52
Findr: A match made in AI heaven
64
CSA: Procurement necessity www.cpostrategy.com
5
Partnering to procure value
Alan Rankin, CPO of STADA, discusses how a procurement journey will cement STADA as a world-leading procurement organisation...
Written by
Dale Benton
Produced by
Heykel Ouni
STADA : Par t ner ing to p rocure valu e
www.cpostrategy.com
7
W
hen Alan Rankin joined STADA Arzneimittel almost two years ago as chief
procurement officer, he had a clear goal in mind: to draw on his extensive experience at life science giants such as Novartis and BASF to create a best-in-class procurement function at the German generics and consumer healthcare specialist.” What does it mean to have a best in class procurement function? There is no single definition that can be applied to every procurement function in every business in every industry in every part of the world. Procurement maturity and what it means to be best in class is constantly shifting and evolving over time so much that by the time a journey towards maturity starts, the very parameters that a business is working towards will have already begun to change. This is in reality, a reflection of the fluidity of procurement. It cannot stand still as the
itself. “Category management is the
world around it moves which brings us full
engine of procurement, however, the
circle again. The quest for procurement
business doesn’t think in categories,”
maturity is one defined by the need to be
explains Rankin. “But this is how procure-
able to react to business needs and in
ment puts things together, and it’s how
most cases, be one step ahead of them.
they drive things. The best explanation
In order to do that, procurement needs
I’ve heard of category management is
to be better aligned with all areas of the
that you have business that creates
business, it requires a strong team and it
demand, a market that creates supply
requires a greater understanding of the
and your category strategy puts those
responsibility and the role of procurement
two things into balance to create value,
STADA : Par t ner ing to p rocure valu e
which I think is a remarkably simple
and ultimately maintaining that purpose
explanation of what it is you really need
has been the company’s relationships
to do in procurement.”
with key suppliers and customers.
As a leading manufacturer of high-qual-
STADA’s procurement transformation
ity pharmaceuticals and a long-standing
program aims to strengthen and build
heritage rooted in pharmacies, STADA
on those relationships, driving value
has established itself as a ‘reliable and
and innovation.
trustworthy partner for 125 years.’ In fact
“What makes the difference is actually
this goes to the heart of the company
understanding your own business, and
purpose, ‘Caring for people’s health as a
understanding how the demand is gener-
trusted partner’. A key part of establishing
ated,” he says. “It amazes me how very www.cpostrategy.com
9
We succeed together. CPOstrategy catches up with Frederic Brunner, CEO and Founder of disruptive consultancy Genioo, to see how its unique approach to project-success enablement helps clients to dream big and succeed…
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GERMANY Genioo Germany GmbH Lyoner Str. 14, D-60528 Frankfurt am Main Tel: +41 41 410 72 72
It’s easy, when your eyes are fixed firmly on the prize, to underestimate the importance of innovative and disciplined program management. A staggering 70% of projects fail, a statistic that underlines the importance of effective and smart project management in delivering the innovations that could transform your business. The bigger the ambition, the more vital project management becomes in delivering those aims. Genioo is a disruptive and intelligent project management consultancy that helps deliver genuine value for its clients’ critical projects through an innovative, reengineered process that has success built in from the very start. “I am passionate about seeing critical projects come to fruition,” says Genioo CEO and Founder Frederic Brunner. “Projects, and the benefits that arise from them, are universal drivers of change that can transform, innovate and improve operations, in any field or geography. They transport you to the future you imagined.”
A unique approach Brunner has worked for some of the biggest names in the field. An experienced entrepreneur, with a strong track record in life sciences and management consultancy, he started Genioo in 2012, with the aim of helping clients create exciting futures for their companies through transformative programs. Genioo’s approach to helping clients deliver change is unique, combining the rigor of
consulting, the agility of staffing, and the power of enablement by coaching on the job. “This unique combination allows us to deploy a talented and agile multi-disciplinary team carefully selected from over a thousand consultants, independent professionals and SMEs in an orchestrated manner,” Brunner explains.. “We help clients shape every aspect of project delivery from achieving buy-in, managing expectations, evaluating client feasibility, and ensuring orchestration and logistics, through a reverse- engineered process that works backward from the original ambition.” Genioo customises the entire program and we fully support our clients’ transition to the new. “Success comes when the project, and its ambitions, are fully hard-wired into how the company works,” says Brunner. ‘Go for Wow’ is a concept embedded in Genioo’s values. “Either you feel its wow, and you want more of it, or you don’t feel its wow. It’s a very simple test,” Brunner explains. “For me, the best moment is when people are wowed, and this is only reachable through a perfect combination of the client’s force and our own. The trick is in creating a desirable version of the future, because the moment the client can see a future in front of them, that they like, they then see what we do as an enablement to get to that future.”
STADA: a companywide transformation Genioo enjoys an ongoing relationship with STADA, a
leading manufacturer of highquality pharmaceuticals; the two working together on STADA’s recent transformation journey. The relationship had a strong partnership focus from the very beginning, enabling STADA executives and managers to think and plan together, with their teams, on how to implement their vision. In a second phase, the partnership was more focused on enabling STADA to design and implement the modules needed to successfully transform. Genioo helped STADA across many of its internal operations and functions, including the restructuring of the procurement function. “ We have a deep and trusted relationship with STADA, a relationship we aspire to have with all our clients,” Brunner enthuses of the ongoing work with the pharmaceutical. “It’s a real partnership in the purest sense of the word, where you give before you get. To achieve something worthwhile you need to align on achieving these goals. We work and solve problems together. We have a one-team approach. There’s no STADA or Genioo team, instead there’s a project team consisting of STADA and Genioo people. If it’s not working, we fail together, and if it is working, we succeed together. It really is the best feeling!”
Find out more www.genioo.com info@genioo.com company/Genioo
w w w. c po s trateg y. co m
11
“ What makes the difference is actually understanding your own business, and understanding how the demand is generated.” — A l an R a nki n CP O, STA DA
STADA : Par t ner ing to p rocure valu e
few procurement people understand that. If you master your own business and understand how your demand is generated, and you have that level of curiosity to lean in, then you will be much more successful than the person who focuses on suppliers and markets.” In 2017, STADA was bought out by two private equity groups Bain and Cinven. It’s rare that we hear of the difference in how procurement is viewed and how it views the wider business in the private equity space and Rankin admits that his own understanding as to what the ‘private equity lens’ was prior to working with STADA has been turned on its head. For him, procurement in private equity means one thing; speed to value. Like any journey, Rankin had clear goals and money-driven results that he needed to deliver along this roadmap, but developing a best-in-class procurement function that has the capacity to deliver on speed to value was and still remains a vital goal. “We had to look very carefully at where we needed to invest across the business in order to generate the maximum return as quickly as possible, and it was pretty clear it was speed to value,” he says. When you’re in that dynamic, it’s all about partnership, and working together finding the best way to work with partners to generate the maximum amount of value www.cpostrategy.com
13
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STADA : Par t ner ing to p rocure valu e
www.aenova-group.com
in the shortest time frame.”
he says. “When we then executed a
With the goal of speed to value in mind,
project, it was much easier to see how
STADA required a key partner that could
the new processes put in place would
help not only take the first steps of this
fit with the overall procurement vision.”
journey, but work closely with STADA
Through this relationship, procurement
every step of the way towards procure-
has been able to generate value much
ment maturity. Here he speaks of a
quicker from consumables purchases,
partnership with Genioo that, from the
while simultaneously managing demand
outset and to this very day, allows STADA
more efficiently.
to leverage experience and knowledge
“It’s all about speed. To actually go out
while continuing to deliver key successes.
and recruit that ability into the organi-
“Working with Genioo was a different
sation. To be able to get new procure-
experience because they spent time
ment strategies in place very quickly and
working on the vision of the future, and
to search for opportunities effectively
acting as a sparring partner before we
across a very fragmented landscape in
went into working on projects together,”
the business all the while working with www.cpostrategy.com
15
multiple business models, it would take a huge amount of time. Speed to value is so important for STADA and, like I said before, finding the right partner for the job. The right partner for us was and continues to be, Genioo in every regard.” adds Rankin. “I think that has been the key learning for me in STADA working with this private equity lens. It’s all about, understanding how you can partner with the right people and make the right decisions to bring the best companies in to take you from low maturity to best in class fast.” Zooming out and looking at the broader journey that Rankin had embarked upon, STADA was looking to move away from an operational and transactional approach to procurement while also breaking the
parts of a fragmented business to bring
traditional and somewhat fragmented
them together as One STADA. At the
nature of procurement throughout the
heart of this is One STADA Procurement.
business. Not unlike many other procure-
Rankin was looking at evolving the low
ment transformation projects, Rankin is
maturity level of procurement to new
here to connect the dots across disparate
best in class heights, and to even begin
“ It’s all about partnership, and working together finding the best way to work with partners to generate the maximum amount of value in the shortest time frame.” — A l an Ra n k i n C P O, STADA STADA : Par t ner ing to p rocure valu e
phrases and technology jargon. Rankin is all too aware of this and nips that in the bud. “Sure, we are bringing STADA more into the 21st century by being able to digitalise cataloging and channeling or being able to do good source-to-contractor activities and great RFPs,’ he says. “It’s a massive transformation in the sense that you’re building the plane, but you’re also flying the plane. So it’s a question of transform and perform. It’s not transformation for the sake of transformation, it’s transformation to deliver value, and speed to value, as quickly as possible, so we have to transform while delivering the numbers every year.” In using the expression ‘speed to value’ it creates a number of images in our to consider doing this he had to create
minds as to what that actually means.
a new operating model, creating busi-
For Rankin, it’s simple; harmonising
ness-facing strategic roles in procure-
processes across the business by
ment. What this meant was that all
implementing an operating model that’s
middle office activities, such as contract
right for the business with a digital plat-
management, e-sourcing processes, data
form that has the capability to truly
analytics were consolidated and brought
enable that operating model to deliver.
together with a partner, Genpact. For
In his own words; “We needed to start
the more operational and transactional
firing the engine that is category manage-
activities such as PR and POs, STADA
ment in the business to make it mean
adopted Ariba to digitise them and utilised
something in reality.”
Genpact to manage them. Whenever the
This is key for Rankin, taking promises
word ‘digitise’ is thrown into the conversa-
and innovative solutions and turning them
tion, eyes may start to roll as the procure-
into reality for a business. He speaks of
ment journey is swallowed up by buzz
how he is privileged to be in a business www.cpostrategy.com
17
Make procurement a strategic partner in your business Genpact’s digital technologies, end-to-end processes, and sharper insights mean you can make smarter procurement decisions. Find out more at
genpact.com/procurement
STADA : Par t ner ing to p rocure valu e
that has given him the support and
felt was best for the business. His first
confidence he needs in order to deliver.
step was to draw a line under and put
Operational buy is, as we know, often a
an end to this.
common struggle amongst other busi-
“The very first thing that we really had
nesses as there can be a lack of under-
to do was just take ownership of the
standing, trust and even credibility in
whole thing and get the organisation
what the CPO plans to change. This is
firing with people that were employed
certainly not the case for Rankin.
by STADA, make them realize that they
“The value agenda we have created is
owned it, were accountable for it, and
fully supported by the STADA executive
that they needed to go out and deliver
team and it is a real pleasure to work
it,” says Rankin.
in this environment. As long as we bring the right business cases to the table,” he says The air cover that we have here is incredible, and it’s very exciting actually to be able to build a full procurement system in STADA.” He continues; “Why I think this job is so good, and so interesting is that we can do in two or three years what would take a normal organisation five or six because the stars are aligned to operate that way.” With the evolution of procurement taking
“ It’s not transformation for the sake of transformation, it’s transformation to deliver value, and speed to value, as quickly as possible.” — A lan Ran kin C P O, STA DA
centre stage it had created a somewhat crowded marketplace of so-called
“It needed to be something that’s much
experts and consultants. While they do
more owned by our own people and our
have their place, Rankin acknowledges
own business. Only then could we really
that there can be one too many and
figure out what the real things that we
that some days for him consisted of a
need to drive with various partners to,
steady stream of consultants coming in
in the end, work with the business and
through the door and telling him that he
generate the value.”
and STADA should follow their particular method and head in a direction that they
As with any journey, there is a roadmap and a timeline. For Rankin and STADA, www.cpostrategy.com
19
the initial timeline is a three-year plan but
play in inorganic growth through acqui-
as he is keen to stress, once the third year
sitions. Through inorganic growth with
is complete it’s not the time to down tools
new business development and licensing
and pat themselves on the back to say
opportunities, STADA is able to continu-
a job well done. Procurement is an ever
ously outgrow the market” he says. “We
evolving ecosystem, so while Rankin is
have made a number of large acquisitions
18 months into this journey he is already
in recent years that represent what the
thinking of the next three years.
STADA ethos is about.”
Over the last 18 months, Rankin can
“We are the partner of choice for people
already point to some key achievements
to approach with their opportunities and
and milestones as part of this journey.
with their innovation. That’s the mindset
Examples that prove that the direction
that’s running through the organisation.
that procurement and STADA are going
If we’ve got partners that are helping us
in is the right one.
drive the top line, and drive our business
“For me, and this is not just a procurement success, we’ve had a big part to
with great new products and innovation, or opportunities to acquire product
PIONEERING HEALTHCARE
STADA : Par t ner ing to p rocure valu e
www.tiefenbachergroup.com
create a mixture of external hires from people who’ve seen it, done it, got the T-shirt, and have come in and been able to act as teachers in the organisation,” explains Rankin. “And they’ve been brought together with people who’ve come from other areas of the business that we’ve recruited into procurement as internal moves, bringing great knowledge of STADA and the way that STADA works into procurement, mixed with internal promotions. This diverse mix of experience makes for a much stronger and portfolios, we want those companies to be coming back to us time and time again with the next opportunity.” That repeat business and being seen as
more agile team.” STADA has been able to leverage all three of those levers to upscale the procurement leadership team while
a partner of choice comes from the busi-
also enabling an internally driven educa-
ness strategy and the relationships that
tion program across procurement that
the company has built. By investing in its
was inspired by one of STADA’s key
procurement function, STADA looks to
subsidiaries.
continue to build those relationships and
“There was a team of people who’d
others just like them and see suppliers as
come up with a syllabus based on profes-
partners. In order to build these relation-
sional standards, and they wanted to roll
ships, STADA needs people who are able
it out in Serbia and do some training. It
to listen and to understand how these
was a very good curriculum that they
relationships work and more importantly,
came up with and I said, why don’t we roll
how they can mutually grow.
this out to the entire global procurement
This was a big focus for Rankin, equip-
organisation?” he says.
ping STADA with the right team made up
“It was all driven internally, it was taught
of people with the right skills to deliver
and lectured by internal people. We were
on STADA’s promise. “We needed a new
able to implement really good profes-
procurement team. We’ve been able to
sional standards across the organisation www.cpostrategy.com
21
“ If we’ve got partners that are helping us drive the top line, and drive our business with great new products and innovation, or opportunities to acquire product portfolios, we want those companies to be coming back to us time and time again with the next opportunity.” — Al an Ra n k i n CP O, STADA
and the feedback on it was sensational
practice immediately, there were no barri-
from the procurement community. They’d
ers between direct and indirect, it was all
never had this before, they’d never inter-
the same principles; so I was really happy
acted to that level with the other parts of
with the initiative. It showed what we can
procurement in the organisation. They
achieve as a procurement group when we
were putting the ideas and learnings into
have the right focus.”
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This approach to the people that power
he says. “We have to have a level of inte-
the procurement function reflects directly
gration that means top-to-top CEO to
in the relationships STADA has with
CEO. It means that priorities are aligned,
its partners. Being a partner of choice
strategic objectives are aligned, and
comes from having strong relationships
goals and ambitions are aligned, as well
with key players. Rankin highlights rela-
as providing us with capabilities, that it
tionships in particular that demonstrate
would take STADA more time to create
this; Aenova (partners for contract manu-
by itself.”
facturing services), Midas Pharma and
“It’s very important that those capabil-
AET, where one-time ingredients suppli-
ities are a good strategic fit with what
ers now help to manage entire supply
we’re trying to do. For me, it’s that level of
chains on behalf of STADA. He cites a
integration and our businesses growing
top-to-top relationship, coupled with
together that really makes the difference.”
a seamless integration, that means a
2020, beset by the COVID19 pandemic,
partner employee and a STADA employee
has proven to be a crucial test for
is practically indistinguishable from
procurement organisations the world
one another.
over, and STADA has not been immune
“The key to these relationships is the level of integration within the business,”
to this disruption. With lockdown measures in place, staff working from home www.cpostrategy.com
23
Alan Rankin Chief Procurement Officer, STADA Alan leads the procurement function for STADA across all third party spend including products, raw materials, indirect spend and capital expenditure. He joined STADA in February 2019 as the Chief Procurement Officer with the mandate to build a complete enterprise wide procurement system. Alan has been focused on category excellence, process and systems and enhanced capabilities to build a compelling value proposition within a demanding private equity environment. Before STADA, Alan had a strong mix of experience between large multinational corporations like Novartis and BASF blended with two rotations in private equity backed companies. A chemist by training and a procurement expert in the pharmaceutical industry, Alan has built up a rich history in working with active pharmaceutical ingredient suppliers and the pharma contract manufacturing and licensing industry. Outside of work, Alan loves to travel, reads extensively and enjoys skiing, football and golf.
STADA : Par t ner ing to p rocure valu e
and closures to key supplier facilities, Rankin speaks of how the partnerships the company has with its suppliers and the strength of his team as being the key to getting through these trying times as smoothly as possible. “We are talking with them every day to make sure that they can keep operating, and they can keep the business continuity machine moving,” he says. “Throughout the pandemic, this has been all about relationships and the fact that we and our partners had the right plans in place to be able to work through it. There were many issues; employees were working at home, transport and logistics issues with borders closing. We had to work very hard to unblock these issues, and that was all about working with partners.” While the last 12 months have been
sure that the team is as strong as it can be. I always look for two things in people,
difficult, Rankin has already delivered
know your numbers inside and out, and
key successes for STADA and the next
endless curiosity,” he says.
12 months will start to see further fruits
“It’s what you learn from working with
of his and his team’s efforts. He points to
the business that makes you stronger as
the future as one of value delivery, with
a procurement professional, so the busi-
all the pieces coming together and work-
ness partnering and engaging with stake-
ing effectively for STADA to embrace
holders and what you learn from that,
the 21st century of procurement. What
that’s really the game.”
has been, and what will remain, key to succeeding for Rankin is a simple truth; the team around him and curiosity. “Always get the best team and make www.cpostrategy.com
25
How digital
procurement
can help manage organisational goals
Whether you’re purchasing for a small business or you’re part of a procurement team in a large organisation, harmonising the various needs of your company can be a challenge...
Written by
ave Brittain, Director of D Amazon Business UK & Ireland
How di g i tal p rocurement c an h elp ma n age o rga n i s at i o n a l goa l s
www.cpostrategy.com
24
H
ow do you create efficiencies by centralising procurement, while maintaining staff independ-
ence? How can you ensure everyone in the organisation has the items they need without overloading the procurement team with purchase requests? Online procurement presents an opportunity to balance these requirements. Below are some tips on how to use a digital purchasing system to improve your business function and achieve goals which may initially seem difficult to reconcile.
Consolidate tail spend Tail spend – everyday purchases which
I s sue 15 • www.cpostrateg y.com
Why procurement should be the hero in your business
aren’t needed for production, such as office supplies and IT equipment – can
Five things we learned from Procurious’ How Now? Whitepaper
Responsible Chemistry made easy with procurement
rapidly become a headache for the procurement team. As 20% of tail spend
Why procurement is even more important to Uber than you think with Brish Bhan Vaidya, Head of Strategic Sourcing & Supply Chain at Uber APAC
Nathan Fisher, Executive Vice President, Chief Procurement Officer, at Hexion, reflects on a global procurement vision that empowers people to make sustainable change
Check out D av e’s p r e v i o u s article in issue 15 of C P O st r at e g y
EXECUTIVE INSIGHTS
purchases are spread across 80% of suppliers, this broad base means
sions for their own departments.
it can become extremely difficult for
They want to buy supplies as they need
Procurement to keep up with who in
them, rather than asking Procurement
the organisation is spending what, and
for permission for every small item.
where these purchases are being made.
An art teacher is best equipped to know
The procurement team can end up
which paintbrushes are right for their
wasting significant time trying to locate
class, but equally the procurement team
these purchases, which are often not
needs to know employees are achiev-
bought at the most competitive prices.
ing best value for the organisation.
However, staff want to feel respected and trusted to make purchasing deci-
This can be solved by buying all tail spend items online, using a central
How di g i tal p rocurement c an h elp ma n age o rga n i s at i o n a l goa l s
transparent and efficient program.
and administration for her team. As the
Olivia Rowling, founder of the Butterfly
approval purchasing process has been
Patch Nursery group, did exactly this.
made easier, managers can simply add
Her business’s previous procurement
what they need to an online basket,
model, using multiple suppliers, meant
before their orders are approved and
they used to spend around ÂŁ20,000
processed by a central decision-maker.
kitting out each new facility. Moving to
Her team saved time, and could focus
online purchasing meant the cost of
on other goals. Olivia sees digital procur-
each nursery was driven down by 60%.
ement as a useful aid to help reach her
This online shift was also instrumen-
goal to launch 300 nurseries within the
tal in helping save hours in planning
next three years. www.cpostrategy.com
26
” An art teacher is best equipped to know which paintbrushes are right for their class, but equally the procurement team needs to know employees are achieving best value for the organisation” — Dave Bri tt ai n D i rector of Am azon Business UK & Irelan d
How di g i tal p rocurement c an h elp ma n age o rga n i s at i o n a l goa l s
2. Compare prices quickly
By moving to online purchasing, Rob’s
and efficiently
team could easily and quickly compare
It’s important to get the best possible
suppliers’ prices and quality, satisfying
value when making purchases, and this
the Trust’s procurement rules and saving
is especially relevant in an organisation
a huge amount of time and resource. Not
managed by strict overarching policies.
only were they able to secure cheaper
For Rob Owens, Chief Operating Officer
prices than they were getting previously,
of Stephenson Multi-Academy Trust,
but the time invested in procurement
procurement was guided by governmen-
was massively reduced. It also gave the
tal requirements. Under MAT rules, the
procurement team freedom to explore
price and quality of each item which the
interesting new projects, which they had
procurement team wants to buy has to
been unable to do due to time constraints.
be compared against three different
Staff felt satisfied and excited by the pros-
suppliers. Owens recalls that on some
pect of reducing laborious paperwork and
days, the finance team had to place
using that time to focus on new ways to
hundreds of orders – from stationery to
develop the MAT’s provision to students.
software for departments, to furniture -
This also generated substantial time-
making the process of seeking and qual-
saving benefits for the teaching staff.
ity-checking three different suppliers
According to Rob, the less time teach-
very protracted and inefficient.
ers spent procuring, the more they could focus on their core job. There was an additional cost benefit too: Rob explains that any savings teaching staff make is more in their budget, so they can buy more for their departments and consequently, more for the students the schools serve. This ability to compare a vast selection of suppliers creates a competitive market that is a huge advantage to any organisation. In fact, business customers have reported a 94% competitive selection parity, which can reduce prices by up to 70%. www.cpostrategy.com
28
“ It’s important to get the best possible value when making purchases, and this is especially relevant in an organisation managed by strict overarching policies” — Dave B r i tt ai n D i recto r of Am azon Business UK & Irel an d
How di g i tal p rocurement c an h elp ma n age o rga n i s at i o n a l goa l s
3. Decentralise the procurement process It is often practical for wider parts of an organisation to have purchasing powers, so they can order individual items, rather than making requests to the procurement team every time they need to buy a printer ink cartridge or a box of pens. This has obvious time-saving advantages for the procurement team, but it can rapidly become complicated and difficult to track. The University of Leicester employs 4,000 people, over 100 of whom have purchase cards. The lack of a digitised procurement system, coupled with the relatively large number of staff with purchasing responsibilities, made it difficult for the procurement team to track expenditure across the institution as a whole. For Anthony Midgley, Category Manager and Procurement Systems Lead at the university, modernising the procurement process so spend was immediately visible was extremely useful. Midgley was able to clearly see, in real time, what was ordered with the system, instead of spending time chasing records at the end of the month. This allowed him to use time more wisely, enabling him to ensure the university procurement function ran as smoothly as possible. www.cpostrategy.com
30
Another advantage of decentralised
micro-manage every purchase of printer
procurement is the ability for each office
paper or staples. Moreover, CPOs will
and branch in the online shop to have
have access to a wealth of new data
their own name and billing address,
that allows them to make sound recom-
set up by the CPO. If the same invoice
mendations and demonstrate value to
number and payment terms are defined
internal stakeholders. At the same time,
for all orders, expenses can be easily
employees with purchasing responsi-
consolidated. This improves purchas-
bilities have the freedom to purchase
ing efficiency, with business customers
items as they need them, demonstrating
determining a 13% average cost saving
trust and building strong working rela-
when procuring online, compared to
tionships between Procurement and the
their manual procurement processes.
organisation as a whole.
As well as improved accuracy and granularity, this feature helps provide
Online procurement helps solve
greater control and visibility, giving
organisational challenges
CPOs a reliable overview of tail spend
It can often be a delicate balancing act
and related expenses, without having to
to manage an organisation’s numerous
How di g i tal p rocurement c an h elp ma n age o rga n i s at i o n a l goa l s
challenges and goals. It’s important
system. Digitising procurement
for staff to feel valued and respected,
provides CPOs with a strategic advan-
to know they are trusted to buy items
tage, providing all the information
for their function without having to
they need to help them future-proof
seek permission for every last pencil
their procurement process while
and printer cartridge. But it’s critical
ensuring continued growth and a
to an efficient procurement process
competitive edge.
that the CPO can track and manage
So, with the right features that allow
these purchases effectively, ensuring
the CPO to balance the time and cost
the business stays on track to achieve
savings with the requirements of the
its key priorities.
wider team, online procurement offers
There are obvious advantages to
clear benefits. For the Butterfly Patch
digital procurement; as Accenture’s
Nursery, the University of Leicester and
Next Generation Digital Procurement
Stephenson MAT, a digital purchasing
report shows, businesses can dramat-
process has been instrumental in help-
ically improve speed, agility and effi-
ing Procurement to move these organi-
ciency with an online purchasing
sations forward.
www.cpostrategy.com
32
Precision railroading. Procurement maturity Paul Harridine, VP of Procurement and Supply Management at CN, tells CPOstrategy how a transformation will bring procurement maturity and stability for the backbone of the economy...
Written by
Dale Benton
Produced by
Richard Deane
CN : Pre cision railroading. P rocurement mat u r i t y
www.cpostrategy.com
37
T
he discussion around procure-
more internally, or if you’re operating
ment transformation is seemingly
with a very high margin, then there is less
on a neverending upward curve.
incentive to look at building your procure-
More and more businesses the world
ment competencies or to look at your
over are investing in procurement trans-
procurement costs” he adds. “In the end,
formation and while this is not an entirely
it comes to every business, even those
new concept, it has certainly become the
with an extreme competitive advantage
talking point for procurement profession-
in a market. At some point, competitors
als and most importantly CEOs and CFOs
catch up and you have to be effective and
right now.
procurement expertise is key to that.”
“The fact of the matter is, when it comes
With a team of around 24,000 railroad-
to a procurement transformation journey
ers which transport more than C$250
there’s a really good return on invest-
billion worth of goods annually for a wide
ment for it,” explains Paul Harridine, VP of
range of business sectors, across a rail
Procurement and Supply Management
network of approximately 20,000 route-
at CN. “For one reason or another, a lot of
miles spanning Canada and mid-Amer-
sectors have never thought about it thor-
ica, CN is undoubtedly a market leader.
oughly. However, for sectors like auto-
Throughout times of crisis, and 2020 in
motive it’s been a core competence for a
particular is a year beset by crisis, CN has
long time, as it goes without saying that
a responsibility to continue to operate
procurement is key if your whole busi-
and to deliver on its promises perhaps
ness model relies on a high proportion of
more so than most other businesses..
costs being with suppliers. If you weren’t
CN has always been an extremely
good at Procurement you wouldn’t
effective business from an operations
survive very long.”
point of view and has led the industry for
Harridine acknowledges that while the
a number of years. Like all businesses,
benefits are as plain as day for a sector
the level of improvement or the speed of
like automotive, for other sectors with
improvement over time starts to slacken
entirely different business models, it
off. From an operational point of view, the
takes longer for the procurement penny
business recognised the need to look
to drop. “If you are a nationalised industry,
at other areas where it could improve.
if your business has a fairly small propor-
Continuing to drive what CN calls “preci-
tion of its costs with suppliers and much
sion scheduled railroading” could only
CN : Pre cision railroading. P rocurement mat u r i t y
www.cpostrategy.com
39
Building the railroads of tomorrow For more than a century, CN and Wabtec have helped build the rail industry of today. From state-of-the-art locomotives and missioncritical components, advanced braking systems, Positive Train Control (PTC), and digital solutions to drive autonomous operations, they are working together to keep freight moving across Canada – from the Atlantic to the Pacific and every city in between. As a pioneer company,
Wabtec was built on technologies such as diesel-electric locomotives developed by Thomas Edison and the railway air brake built by George Westinghouse. Wabtec even services the commuter transit space supplying electromechanical parts, including the first pantograph developed by a company founded by Louis Faiveley. CN and Wabtec have been at the forefront of technological advancements
and innovation in freight rail. From the beginning, the two companies have been working together to ensure the rail industry has a safe, sustainable and cost-effective freight network needed to meet the challenges of tomorrow. North America requires solutions that keep businesses competitive in today’s rapidly changing world, prioritizes the safety of workers and communities and reduces their impact on
www.wabteccorp.com
the planet. Freight rail is an integral part of that solution. Today, 50 percent of CN’s fleet is comprised of Wabtec locomotives hauling people and goods across the United States and Canada. Wabtec’s Evolution Series Tier 4 locomotives provides CN with the most environmentally conscious and efficient power in the industry, helping to reduce operating costs and emissions. “The pandemic has highlighted the need for
efficient, reliable and sustainable transportation of critical goods,” said Gina Trombley, Senior Vice President of Sales and Marketing for Wabtec. “We’re proud to partner with CN to ensure customer demand is being met, while recognizing the need for low-carbon transformative solutions that reduce the impact on the environment.” Wabtec has been a trusted CN supplier and partner since the beginning. The
two companies will continue to build the railroads of tomorrow through decarbonization, intelligent connectivity and unlocking the path to autonomous operations. Wabtec and CN will lead the rail industry in moving and improving the world for another 100 years and beyond.
w w w. c po s trateg y. co m
41
“ The fact of the matter is, when it comes to a procurement transformation journey there’s a really good return on investment for it” — Pau l Ha rri d ine V P P ro cu rem ent a nd Supply Ma na gem e nt at C N
take the business so far, for so long,
transformation journey. It can even be the
having been the leader in this for around
most challenging, but Harridine speaks
20 years. With more than $6 billion of
of a business that hadn’t really tried to
external spend each year, this is why, in
professionalise its procurement supply
2017, a decision was made to embark on a
management function prior to 2016. This
procurement transformation journey
apparent gap in performance between
CN engaged PwC to look at how it
what’s happening now and what the
might drive its procurement performance.
potential could be was by his own admis-
This process began in 2016, and as part
sion ‘pretty large.’ During this period the
of this journey CN sought to recruit a VP
business strategy hasn’t changed,” he
of Procurement and Supply Management
adds. “We’ve always been about growth,
that had experience of transforming
based on a foundation of precision
procurement in different environments.
scheduled railroading.
This is where Harridine entered the fray.
“Occasionally, you do get into business
A common question is often why now?
cycles where you suffer a temporary blip,
Understanding why, is the first step in any
but again, the long-term trend is growth.
CN : Pre cision railroading. P rocurement mat u r i t y
So there wasn’t any Eureka moment. The
committee members to make sure they
business just recognised that procure-
were all fully aligned to what it was we
ment investment was the way forward.”
wanted to do,” he says. “I also had to
To begin with, PwC worked with CN
engage with the team, and that was prob-
on a maturity profile, which highlighted
ably one of the most important steps,
different process and system areas
because there was a certain amount of
where the company was, relative to so
insecurity, given that the existing ways
called ‘world-class’ procurement func-
of working had been around a long time
tions. This initial benchmarking and
and you’ve got consultants coming in and
foundational work saw the two compa-
talking about organisational changes, and
nies draw up a roadmap. With Harridine
a new boss arriving. The ownership of the
coming on board, he admits he needed
transformation by the team is probably
to hit the ground running pretty fast.
the biggest factor in terms of how effec-
“We were able to get the endorsement
tive it will be.”
from the board and I then subsequently took that around the various executive
Trust is something that doesn’t come overnight, and a common challenge for www.cpostrategy.com
43
pwc.com/ca
Emerge stronger Activate new avenues for sustainable growth
CN : Pre cision railroading. P rocurement mat u r i t y
Š2020 PricewaterhouseCoopers LLP, an Ontario limited liability partnership. All rights reserved.
many procurement professionals is build-
function leading these changes, the team
ing credibility. As Harridine admits, you
sees the success and is part of the solu-
start with a certain amount of credibility
tion and as success builds, it becomes
because you’ve been brought in by the
self-sustaining. In this regard, it moves
CEO and the CFO, but this only takes you
away from it being a top down initiative
so far. While this is crucial to success, it’s
towards a more bottom-up, collaborative
ultimately the responsibility of the people
approach with teams driving their own
in the function to make it happen. “That’s
targets and managing their own priorities
about building relationships. Trust doesn’t
toward the overall vision and objectives
exist in a vacuum and it tends to come
that are aligned to the corporate strategy,
following a period of delivering. It can
delivering value across the organisation.
take months, maybe even years in some
“From a stakeholder perspective, most
cases,” he says. The team and stakehold-
senior executives will always want to
ers need to buy into the process and so
engage in that discussion,” he says. “How
part of that building of trust is engaging
can I do better with what’s important to
them in the development of the solution.”
my function and my objectives? How can
Whether it’s a category management
I help the business do better overall?
strategy or a new process implementa-
When addressing areas for improvement
tion, Harridine had to make sure that all
it’s also important to not belittle what’s
key stakeholders were on the steering
happened in the past. Almost by defini-
committees and were a part of the work-
tion, people get a bit defensive of what’s
ing groups involved in implementing these
been done prior, so you’ve got to steer
new solutions. With the procurement
away from that as much as possible. The
“ Even through the most difficult of situations during 2020, as the backbone of the economy, we still have that inherent capability to still operate and deliver on behalf of suppliers and consumers and customers to keep the economy going” — Pa u l H arri d i ne V P P rocurem ent a nd Supply Ma na gem e nt at C N www.cpostrategy.com
45
key to this is engaging people in developing the solution and how it’s going to help them achieve their own objectives.” CN set out a timeline of three years for this procurement journey and, somewhat naturally, that meant that there were clear objectives that needed to be achieved within this time period. But as Harridine, and CPOs the world over know full well, this journey never stops. Harridine reflects on his previous experience in the automotive industry more than 20 years ago, where the function drove a 3% year-on-year improvement out of the cost base and muses that were he to speak to people there now; they’d still be driving that level of improvement each year. “You never move away from that mentality of how you’re going to drive
delivering on the promise of this trans-
another improvement in the following
formation but he is keen to acknowledge
year and you’re going to keep defining a
that the benefits and the achievements
strategy that allows you to do that,” he
go above and beyond these specific
says.
examples. “We stayed true to the course
“Yes, within the three-year timeframe,
and it’s paying dividends now. In our
we’d set some objectives in terms of
original goals, we were talking about a
redesigning processes, introducing new
100 million dollars of benefits and we
operating systems , expanding the team
have significantly exceeded that. We’ve
and implementing a new operating model.
created value in a multitude of different
As with every transformation, there is
areas that truthfully were not in that orig-
always a financial objective and an ROI
inal roadmap,” he says. “Going back to
associated with the programme .”
that alignment with stakeholders, there’s
Three years into this journey and Harridine can point to key successes,
a lot of different value creation opportunities in procurement that come from that
CN : Pre cision railroading. P rocurement mat u r i t y
alignment. Procurement is so much more than simply setting objectives around
“ I’ve never once thought about trying to do better than our peers in rail. We want to try and set the standard in rail by aspiring to be worldclass. By doing that, we become a true core competence for CN” — Pa ul H arri d i n e
traditional cost reduction .” No journey, no matter how successful in the end, is a seamless movement from point A to point B. That’s true of life and it is true of procurement. Harridine recognises this and is blessed to find himself within a company, and an industry space, that has a strong sense of stability that is intertwined with its very purpose as a business. “Even through the most difficult of situations during 2020, as the backbone of the economy, we still have that inherent capability to still operate and deliver on
V P P ro cu rem ent and Supply
behalf of suppliers and consumers and
Ma n a gem ent at CN
customers to keep the economy going,” www.cpostrategy.com
47
he says. And in that sense, there’s a kind
based on lean thinking. It is based on the
of certainty about the business that you
principle in a shop floor context, each
don’t always find in a lot of other business
morning the team gets together to talk
sectors.”
about what the production level needs to
Every crisis and every challenge is an
be that day, what quality issues there may
opportunity to reflect on and look at the
be and communications that need to be
resilience and the effectiveness of the
cascaded? So by having that daily pulse
work you are doing. For Harridine and CN,
on the business, everybody stays very
the current COVID19 pandemic crisis has
close and agile, and if things are happen-
certainly put the procurement function to
ing, everybody knows pretty quickly
the test.
what’s going on and you can reallocate
“Things come along from time to time that obviously test you and the key to
and reprioritise very fast.” Harridine is a firm believer that it’s not
addressing these challenges is having an
simply a case of having a process like this
operating model which is agile enough
in place. Once people are used to it and
to respond. In procurement we have a
use it in the right way, teams work remark-
process called ‘Perform’ which is broadly
ably effectively and become self-starting.
WE KEEP YOU
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+1 800-476-8769 • progressrail.com @progressrail •
@Progress_Rail
CN : Pre cision railroading. P rocurement mat u r i t y
“ ... when I look at my function and the people in my team, I’d be amazed if anybody could show a team of people that have responded more effectively to a crisis than at our Procurement and Supply Management function at CN” — Pa u l Ha rri d i n e V P P rocurem ent and Supply Ma na geme nt at C N
“When challenges come, the determin-
function as a whole. Harridine agrees,
ing factor for success is how tight is your
noting that the biggest endorsement of
team?” If your model is effective then
CN’s processes and systems is that it ‘did
the team becomes tighter, he says. “You
not miss a beat operationally’. When one
see people go above and beyond and
considers the number of products and
when I look at my function and the people
services CN purchases, the number of
in my team, I’d be amazed if anybody
suppliers it has, the fact that operationally
could show a team of people that have
the business never stopped as a result of
responded more effectively to a crisis
the supply issue, highlights the robust-
than at our Procurement and Supply
ness of the procurement function.
Management function at CN.” The COVID19 pandemic for many
“People went above and beyond because they’re proud to work in CN and I
procurement professionals has been an
hope they’re proud to be part of the func-
opportunity to reflect on the work that
tion we’re in as well. We all believe in the
the function has been doing. More so, it
direction we’re going in,” he says. “That’s
enabled a sense of endorsement for the
probably the biggest endorsement for www.cpostrategy.com
49
us when we look back on 2020. In terms
“We go back to that maturity profile on
of pressure testing our operating model,
a periodic basis because it’s important
I think that the team has come through
to get a sense of progress and reset the
with flying colours.”
direction regularly” says Harridine. “ We’ll
When building or transforming a
do another maturity profile early in the
procurement function, one that aims to be
new year to see where we are and impor-
best in class, it’s important for businesses
tantly, figure out how we move that little
to benchmark against the best of the
bit further up the scale.”
best. The maturity profile looked closely
“I’ve never once thought about trying to
at the quality of CN’s strategic sourcing,
do better than our peers in rail. We want
procurement systems, governance and
to try and set the standard in rail by aspir-
supply performance management. It then
ing to be world-class. By doing that, we
examined it against procurement func-
become a true core competence for CN.”
tions all over the world, across industry and sector.
Outside of continuing to improve processes and efficiencies, sustainability
CN : Pre cision railroading. P rocurement mat u r i t y
is a key goal for CN and for procure-
Elsewhere, procurement at CN is
ment. We have key objectives relating to
exploring how to use technology more
Safety, Diversity and De-carbonisation.
effectively such as artificial intelligence,
As one of the only organisations accred-
robotic process automation and devel-
ited on the Dow Jones Sustainability
oping better data analytics. “If we get
global index, CN is already a strong player
all of those right, combining them with
in this regard but Harridine knows that
the supplier partnerships and supplier
more can be done on this front. “The key
innovation, then even more value will be
to improving our sustainability initiatives
generated,” says Harridine. “And if we
starts by setting targets in these areas
keep building those processes and capa-
and then investing in our people, both of
bilities behind the scenes the benefits will
which I am proud to say we have done.
look after themselves.”
We will only progress if we keep developing our people, our teams and their effectiveness.”
www.cpostrategy.com
51
A match made in AI heaven Greg Watts, CEO of Findr, an AI-powered platform designed to automate the multiple manual steps involved in creating effective commercial partnerships, a vital cog in the world of procurement, tries to identify why we are yet to see the true impact and true value that AI can bring...
Written by
Dale Benton
Fi n d r: A match made in AI h eaven
Greg Watts CEO of Findr
Who is Greg Watts and what is Findr? I was formerly head of market acceleration at Visa Europe and I was responsible for creating partnerships with all of the major retailers and financial institutions across Europe. I then went on to found my own growth consultancy called Demand Creation Partners, which helps fintechs create partnerships with their target partners. It's always been a dream of mine to automate the creation of commercial partnerships. Typically, creating a partnership with a tier-one retailer or tierone bank could take anything up to two years and that's if you know what you're doing. At Visa I created partnerships with a leading petroleum company, it took two years and that was with the brand and the budget of Visa behind me and obviously with all the resources that that brought. www.cpostrategy.com
52
I've always thought that, with startups, if it takes so long to create these partnerships many of them run out of money in the process. Unsurprisingly we see these insights of 70, 80, 90% of startups fell in the first year. I just always thought that's terrible. I’ve had this dream for quite a long time of fundamentally creating, again, what some journalists describe as a dating platform for businesses. I call it a matching platform, but some people have described it as a dating platform. So we're building Findr, whereby Dale can come onto the platform and tell the platform who he is and, crucially, the types of partnerships that he's looking for. Then he can request to match with those partners that we put forward to him based on
But that really cuts down all of the time it
what he's looking for. If his match request
takes for Dale to have otherwise found the
is accepted, he can hold a discovery call
company, find the right decision makers
within the platform, and he'll just pay a small
within the business, connect with them,
fee once that discovery call has happened.
which can take months if not years.
“ ...procurement can often be seen within organizations as holding other teams back. It can struggle to demonstrate the value that it brings to organizations” — G re g Watt s C EO, Fi n d r Fi n d r: A match made in AI h eaven
What does it feel like to be
holding other teams back. It can struggle
compared to a dating platform?
to demonstrate the value that it brings to
We're quite happy with that because
organizations.
that's fundamentally what we are. So
We will be offering them Findr as a tool
we've been looking at Tinder, Grindr,
to help them further demonstrate that
Match.com and Eharmony to take best
value that they're offering to their stake-
practice from them. Having worked
holders, in this case by giving them a plat-
in many large corporates myself, I'm
form that they can provide their require-
acutely aware of how procurement
ments and post projects. Then they can
teams work and function. There's always
get connected with relevant decision
been a gap as to how they can support
makers across target partners within a
their stakeholders in a more digital and
matter of minutes or hours. Procurement
effective way. Readers may roll their
will be able to use Findr to really help cut
eyes at this, but I'll say it in the spirit of
down the time it takes for their stakehold-
being controversial, procurement can
ers to create the partnerships that they're
often be seen within organizations as
looking for. www.cpostrategy.com
54
Looking over the last few years and
my colleagues not necessarily seeing
your work with Findr, just how have
the value of building those relationships
you seen some of those procure-
with our procurement colleagues. I think
ment conversations and perceptions
unfortunately, procurements are still seen
change because of technology?
as perhaps holding their stakeholders
When I had a corporate career, I always
back, rightly or wrongly. As we're building
made it my mission to create my own
out Findr, we've spoken to lots of procure-
deep relationships with my procure-
ment teams as well. I don't think that tech-
ment colleagues, because I saw that
nology has been embraced enough or
by doing so, I was able to create a strong
indeed we've seen enough digital trans-
partnership which resulted in procure-
formation of the procurement space yet.
ment being able to help me in turn to fulfill
I think people talk about how procure-
my requirements. I also saw so many of
ment has become more innovative and
How to set up Accelerate your partnership efforts with Findr, the new marketplace for business partnerships. Post your partnership requirements for free, and access qualified opportunities in a matter of minutes. Get your first one-hour Findr Discovery call free (normally ÂŁ99) when you sign up at www.findr.global Findr is a powerful new tool which helps procurement teams capture all their stakeholder partnership requirements in one easily accessible place! What are you waiting for? Sign up to Findr NOW in our simple steps:
1
Sign up in seconds using your LinkedIn account!
3
2
Post your partnership requirements and search for opportunities!
Fi n d r: A match made in AI h eaven
Tell Findr a little bit about your business!
4
Request and hold Findr Discovery calls in real time with prospective partners!
how there are more tools to help it transform digitally. But I haven't really seen that many tools that are helping to do that. Obviously we're biased at Findr, but we see Findr as a tool to finally help them to offer something to their stakeholders which isn't going to be seen as some kind of noose or rope to hold the stakeholders back but rather a tool which can help their stakeholders to capture their requirements and connect with key decision makers at their target partners, as we mentioned, in a matter of minutes or hours, in just a few clicks So we officially launched our beta group in October and a lot of procurement teams will be able to use us and test us to offer to their stakeholders. We’re getting a lot of data from that to demonstrate to future new users that
So I guess this is where the
by using Findr, it does radically cut
AI comes into it?
down the time it takes to create partner-
We’re using AI, or more accurately
ships from months or years to minutes
machine learning, and underneath that
or hours in just a few clicks.
we call that our predictive data classifi-
The procurement teams in turn can
cations to capture specific stakeholder
then use some of those data points,
requirements. So let's say the head of
which will help to change and help rein-
partnerships company wants to under-
force the perception that procurement
take a POC with a crypto fintech. They'll
is hugely valuable to function within
be able to use the platform to come on
organizations that will never hold stake-
and tell Findr exactly that, that they want
holders back. But actually they'll do their
to create a crypto POC and they can
damnedest to accelerate them.
specifically the types of, in this case, www.cpostrategy.com
56
crypto businesses that they want to
are being used, but I don't really see the
work with. They’ll be able to connect
technologies being applied. By virtue of
with relevant crypto businesses that
my co-founder, he's a machine learning
match that criteria. That's where our
expert, we made it our mission very early
machine learning jumps in and over
on to apply machine learning to this prob-
time, using what we call our matching
lem, because we know that it can be fixed
algorithm, we will then just keep
using machine learning. When COVID
matching and matching and matching
struck we'd only had the business incor-
users based on a common criteria.
porated a few days earlier. We’ve all been at home, I guess applying our own prin-
So many people talk about AI, so
ciples of building our business virtually,
what makes you any different?
because we haven't all been together.
Everyone talks about digital transfor-
As a result, we've actually been incredibly
mation and AI. They all talk a good game
productive, because we haven't been
about how it's all being embraced. But
darting around London, going from meet-
I've seen so few examples of it. The terms
ing to meeting to meeting. We've all been
Fi n d r: A match made in AI h eaven
“ Everyone talks about digital transformation and AI. They all talk a good game about how it’s all being embraced. But I’ve seen so few examples of it. The terms are being used, but I don’t really see the technologies being applied” — G re g Watt s C EO, Fi ndr
at home, whether it's in London or in other
partners. I mean the whole RFP process
parts of the UK, in fact in other parts of
is just so long.
the world, just building out the platform.
I would say that there's a deeper prob-
We are kind of living and breathing our
lem within large organizations where it's
own values that you can build, in our case,
ridiculous that it takes up to a year to get
businesses and more widely partnerships
onto procurement processes and partner
without being physically together.
lists. With Findr,, procurement teams now have an opportunity to use it to connect
The business case for AI in
with decision makers they want to work
procurement is clearly there,
with within a matter of minutes, hours and
but is the appetite there to match it?
just a few clicks.
The appetite is absolutely there. There's
I think there's a real lethargy of procure-
a huge hunger to embrace technolo-
ment teams. It's not just procurement
gies, of which AI is one part, to help them
teams. We shouldn't have a go at procure-
to grow. But in my experience. I haven't
ment teams. It's all businesses. They say
seen many businesses truly offer AI or
that they embrace technology, and they
machine learning. I still see lots of manual
want to embrace technology to make
processes exist. I still see lots of things
businesses go faster in whatever way that
which are Excel driven, and lots of hours,
is. But then they have internal systems or
time and resources go into procurement
behaviors which hold them back.
processes, to RFP processes, identifying potential partners, shortlisting potential
There's a behavioral challenge that organizations need to face up to, which www.cpostrategy.com
58
“ Procurement teams would probably be screaming into their tea at me saying this, but just get rid of all the processes that we had before, and just find us technologies that can help us to accelerate” — G re g Watt s C EO, Fi n d r
Fi n d r: A match made in AI h eaven
is, do we really want to move at a pace that we believe that we can do? I think that's the bigger question. Do they really want to, or are they scared? Because the technology is starting to emerge that can help them to accelerate. Is there the real desire, the real behavior, the real passion to embrace these technologies?
How have these conversations been changed entirely for the better because of COVID? You used the words a moment ago, thrive, that's the word that we often use when we're talking to potential users or partnerships or investors, is not just how businesses survive. But actually, how can they thrive? Pandemic or no pandemic, 70, 80 or 90% of startups fail within the first year. We think that's scandalous. If it takes months and years to create partnerships, then surely there must be technologies that can be created to help more businesses to survive and then thrive. Our perspective is; if now is not the time, then god knows when it will be for businesses to look long and hard at how they were doing businesses before, and how can they do business in a better, more effective way going forward? Because as we all know, as we all talk about around the kitchen table, around the dining room table that a lot of us www.cpostrategy.com
60
aren't going to go back to the normal
whether a technology has AI, machine
ways of working. We're not going to go
learning or whatever it may be. All I'm
back to offices. So this way of working
interested in as a business is that I can
is probably going to be maintained in
use something to help me accelerate
some way, shape or form.
and grow, in our case connecting key decision makers within businesses that
How far away do you think we really
have specific projects or requirements.
are in terms of AI being a norm and
So if the technology allows me to do that,
there being a sense of maturity in
then that's fantastic.
terms of how AI is utilized across
My view is that organizations need to
procurement functions worldwide,
look at how they can maintain the behav-
not just one or two businesses?
ioral changes that we're seeing filtering
As a business that wants to accelerate
down to how procurement teams can
my growth, I wouldn't be interested in
adopt technologies almost immediately
Fi n d r: A match made in AI h eaven
to help their businesses to grow. Maybe
that their wider stakeholders have to use
executives and CEOs should just be
in order to demonstrate that value. Those
saying to procurement teams, "Right,
processes are often seen as holding the
just drop all of your processes that you
wider teams back.
had before."
So there is a risk that if procu-
Procurement teams would probably be
rement teams perhaps don't modify
screaming into their tea at me saying this,
their behaviors and then at the same
but just get rid of all the processes that
time embrace technologies that can
we had before, and just find us technolo-
help their wider stakeholders and
gies that can help us to accelerate.
unshackle themselves from this from
There's a desire for procurement teams
view of having to always demonstrate
to demonstrate the value that they add
the value that they're adding, then if they
and they can make a rod for their own
don't do those things and embrace tools
backs by creating all of these processes
like Findr, then maybe they'll find their wider stakeholders will just use technologies like Findr directly. I do think there is a risk that, if the procurement teams don't embrace technologies that are coming alongside changing their behaviors to not worry about the value that they're adding and just simply saying we've got tools like Findr. Just use it rather than creating processes which can slow down the impacts of those very technologies.
Listen to the the full conversation with Greg on The Digital Insight Podcast www.cpostrategy.com
62
Procurement: Essential to the business. Essential to the customer.
Written by
Dale Benton
Produced by
Kiron Chavda
Pro cure ment : Essent ial to t h e b us i n es s . Es s ent i a l to t h e cu sto mer.
www.cpostrategy.com
64
“I
had no idea, to be quite honest with you, what procurement was,” laughs Manny Satija, Vice President,
Strategic Initiatives and Supply Chain, CSA Group, as he recalls his career jour-
ney. “Obviously, by definition, I know that procurement means to buy, but that’s kind of where it started and stopped for me at the time.” Procurement, for all the talk of transformation, strategic realignment and gaining “a seat at the table” remains a career and profession in which the complexity and the significance it has within an organization simply does not extend beyond those within the function. More often than not, we hear of people “falling into
Pro cure ment : Essent ial to t h e b us i n es s . Es s ent i a l to t h e cu sto mer.
better to continue to become essential.” This belief was something that drew him to CSA Group back in 2016, as the company was looking to embark on a significant procurement transformation to better leverage the strategic value within the whole procurement and supplier ecosystem. CSA Group needed a leader that had overseen the procurement operations of a major global company and possessed a transformational mindset through consulting services. With over a decade of experience working with IBM, Satija fit the bill and over the last three and a half years he has contributed to the implementation of a new ERP and CRM system to better support the technology transformation, procurement” but for Satija, having
as well as ensuring that this technology
moved into procurement with IBM in the
continues to enable greater automation,
early 00s, before taking on his current
not only in the procurement and broader
role with CSA Group, it does not matter
supply chain front, but across the organ-
what he thought then as what he thinks
isation in various other forms of process
and indeed knows now is that he (and
transformation. “My career, and in parti-
the function itself) needs to be essential to
cular these last few years, has been
a business. “You always need to be essen-
about transformation,” he says. “It's about
tial, no matter what you do in your job,” he
having a mindset that believes no chal-
says. “You need to be essential to your
lenge is unachievable, if you put your mind
customers, to your leadership and you
to it and you've got the right support from
need to be essential to your employees.
the C-suite, or if you continue to focus on
The day you stop being essential to your
learning and developing yourself.”
company is the day you need to start thinking about how you can do things
So Satija was tasked with delivering and enacting real transformational change www.cpostrategy.com
66
for procurement at CSA Group. Given the
and when numbers hit boardrooms,
transformation of the broader procure-
conversations accelerate fairly quickly,”
ment conversation the world over, Satija
he says. “There is a complexity within
was all too aware that one of the bigger
procurement and an ability to deliver not
challenges that he and many others face
just savings, but also to be recognised as
is one of trying to look beyond simple cost
the group that needs to be sitting at the
savings. The core element of procure-
table when conversations are being had
ment is and always will be the bottom line
about strategic investments. It’s critical
and how to deliver cost savings for a busi-
because you'll find a lot of C-suite strate-
ness, but Satija and many procurement
gists looking to make big investments in,
professionals just like him understand
for example, setting up a new corporate
that cost savings are not the only deliver-
division in a certain part of the world and
able to a business – they are just the start
that's going to involve investment in real
for procurement. “Make no mistake, one
estate and in technology.
of the most critical imperatives for any organisation will always be cost savings
“So, if you have thought leaders from procurement at the table who have
Pro cure ment : Essent ial to t h e b us i n es s . Es s ent i a l to t h e cu sto mer.
“ There is a complexity within procurement and an ability to deliver not just savings, but also to be recognised as the group that needs to be sitting at the table when conversations are being had about strategic investment” — M a n ny S at i j a V i ce P res ident , Strategic Initiatives an d Sup p l y C h ai n , C SA G ro up
experience in construction and technol-
him to enact real strategic change.To do
ogy purchasing, all of a sudden this can
this successfully however, it had to go
actually drive the shift from “a great idea”
beyond the CEO and the CFO. “It was
to a discussion and decision informed
about ensuring that I got full buy-in from
by knowledge and data provided by the
the rest of the executives in the organi-
procurement function.”
zation, so that I could have that straight
Thought leadership, as defined by
conversation without having to wait to get
Satija, comes through knowledge of the
everyone at the top involved,” he says.
supply market and foundational knowl-
“The reality is, even though the CEO and
edge of numbers. Most importantly
a CFO may have a certain view, if you're
for him, it's about how these numbers
not able to collaborate and partner with
impact business models, set the stage
other C-suite members while delivering
for extremely productive conversations
value, it'll always raise the question: What
and grab the attention of the C-suite.
need is there for a procurement leader
Grabbing the attention of the C-suite
outside of someone that's going to nego-
is crucial for a transformation jour-
tiate deals for us? You can’t be essential
ney and when Satija joined he found
to the organization if the organization
himself needing to have buy-in from both
can’t see any reason for you to be.”
David Weinstein, President and CEO
A crucial part of Satija’s first year with
and Farhan Imam, CFO. He credits the
the business saw him spending time with
“extremely supportive” role they have
the business, building key relationships
played and continue to play in allowing
to better understand the pain points www.cpostrategy.com
68
and what their needs were and how procurement could help. This is where Satija points to a sizzling steak analogy. “You walk into a steakhouse and the servers come to your table with a steak that's sizzling, and you're extremely hungry and you're excited to take a bite into that steak,” he says. “You’ve gone to a great restaurant and heard great reviews about the steak. You have a seat and there's the sizzle. As soon as you take a bite into that steak, it's chewy, and doesn't taste right and in a heartbeat that destroys the reputation of that restaurant.” Elaborating on how the sizzling steak represents procurement for CSA Group; “the sizzle comes from building those foundational relationships by explaining the great things procurement can do. But when the other members of the executive team then take a bite into that steak and they don't see value coming out of those conversations, the relationship can go downhill pretty quickly. For me, it's not just about having the sizzle. It's about delivering on the promise of the sizzle and making sure that steak tastes just right.” A fitting analogy, but how does that translate into tangible resources? How does one measure that sizzle and ultimately deliver on that promise? People and talent. Satija’s whole team needs to have that same mindset. For him, this Pro cure ment : Essent ial to t h e b us i n es s . Es s ent i a l to t h e cu sto mer.
“ For me, it’s not just about having the sizzle. It’s about delivering on the promise of the sizzle and making sure that steak tastes just right” — Man ny Satija Vi c e P re s i de nt , Strate gi c I n i t i at i ves an d Sup p l y C h ai n , C SA G ro u p
www.cpostrategy.com
70
means that he and his team are not just
Satija has overseen a move from a fully
procurement people, they’re problem
decentralized function to a centralised
solvers who can work with the business
one, with multiple work streams in the
and solve business problems. “Let's see
area of people process and technol-
how we can work together to solve your
ogy. Through the implementation of a
business issue and see how my skills can
new CRM and ERP system, procure-
help deliver that,” he says. “That mindset
ment is now blessed with key data that
has gone a long way within our organiza-
can better inform decision making and
tion to establish the respect from our CEO
indeed enable greater business collabo-
and CFO from the onset and to continue
ration. Satija is keen to look at how CSA
to get that admiration and respect from
Group can further leverage technology
other leaders in the business.”
and data to streamline processes and
At a broad level, this procurement jour-
enable seamless control from a govern-
ney has been one of ensuring that “every
ance perspective. What's important for
dollar that's committed to a supplier runs
him though is to remember that a shared
through the procurement organization.”
understanding of what technology and
Pro cure ment : Essent ial to t h e b us i n es s . Es s ent i a l to t h e cu sto mer.
data analytics could and should mean for
data in the systems, so it's about ensuring
the business is crucial. “Every company
that the value we deliver through analyt-
has to think about what digital transfor-
ics supports the objective or the mission
mation means to them based on conver-
of the organization. You've always got to
sations that they have, certainly for us
start by asking what the mission of the
as procurement leaders, with their chief
organization is? Then, after technology
technology officer,” he says. “Having a
serves those base level initiatives, how
base level alignment with the chief tech-
can the procurement investment further
nology officer is critical to understand
support that?”
what the roadmap for the company is,
Procurement is a results-driven game.
and then fitting procurement into that
Throw digital transformation into the
roadmap is the secondary discussion.
mix and the investments in technology
“Where procurement comes in is how
and analytics and results become more
the adoption of the procurement side will
important than ever before. Technology
enable the mission of the organization.
is a costly investment and so getting
With AI and analytics, we have plenty of
it right and being able to back that
www.cpostrategy.com
72
“ ...if you want to grow, you’ve got to be able to think about how you can drive change. Change that matters to your company, change that matters to the ecosystem that you’re in and change that matters to the world” — M a n ny S at i j a V i ce P res ident , Strategic Initiatives a n d Sup p l y C h ai n , C SA G ro up
Pro cure ment : Essent ial to t h e b us i n es s . Es s ent i a l to t h e cu sto mer.
investment with results is everything.
“It goes back to being essential in
Analytics is about using rich data to get
everything you do every day in terms of
insights out and drive changes in a cate-
what matters to the company and what
gory, strategy or a category plan. Satija
matters to your job. It should always
points to how he and his team are able
be part of your discipline, your way of
to use analytics overlaid over existing
thinking. If you recognize something's
data sets to come up with insights that
not working, it's better to be transpar-
have helped procurement drive deci-
ent about that with the stakeholders
sions that will deliver to the bottom line.
and having a very agile mindset and way
This, he feels, means that they can start
of thinking coupled with the ability to
rethinking why spend patterns exist in
course correct when you're finding things
a certain way. “We've been able to look
aren't working. This will help not only the
at disparate data sets, through multiple
procurement group but the organization
platforms of technology and really bring
as a whole.”
them together,” he says. “Now, what
Transparency, honesty and possess-
we have is a truly crystal-clear view of
ing an agile mindset to problem solve
what's happening in the business.”
have always been key traits in procure-
When discussing transformational
ment, but now more than ever before,
change, one rightfully focuses on cham-
these are crucial. In early 2020, the world
pioning the successes and the lasting
was gripped by the COVID-19 pandemic,
meaningful change. For many, Satija
causing severe disruption to both busi-
included, it’s more impactful to actually
nesses and human life. Where there is
hold your hands up from time to time and
adversity there is opportunity, and Satija
admit where things may not have gone
firmly believes that the pandemic has
to plan. For him, there’s more to learn in
presented a huge opportunity for many
those mistakes and in actual fact, the real
organizations to look at the resilience
meaningful change is often born in these
and flexibility of their procurement func-
moments. “I think recognizing there's a
tions. After years of talking, procurement
problem and accepting that is step one,”
must now walk it. “COVID obviously took
he says. “Moving beyond that to under-
the world through unchartered territory,”
stand why that's a problem and how
he says. “I think many companies are
you can quickly course correct is the
still navigating, but therein lies the abil-
right approach.”
ity to showcase to an organization that www.cpostrategy.com
74
you can be flexible and agile and change your course to support what the organization needs and what matters most to move forward.” Moving forward meant focusing on two key areas; realigning objectives to focus on cash management and focusing on operational continuity. To do this, Satija had to look closely at financial safety and conserving cash because nobody knows what the impact will be in one month, six months or two years from now. But what companies do know is that cash conservation and having a strong balance sheet is going to help in uncertain times. This of course, changed the conversations that Satija was having around procurement. “One thing we did was shift gears and put all attention on things such as medi-
grade testing and certification program.
cal grade PPE sourcing,” he says. “CSA
“Going back to what I said about opera-
Group was considered to be an essential
tional continuity, it's important to note
business. So, we looked at how we could
that we had no idea that we'd be support-
support the world as a whole, when there
ing this, but if you take your group and
are struggles to source PP&E, what are
become flexible, nimble, agile, and you
the areas that we can do to actually help
support two main areas at a time like
and provide social good?”
this - for us that meant, financial safety
Through this, CSA Group launched
and operational continuity - you can then
a key initiative on medical grade, PPE
rethink what you are doing as a procure-
testing, inspection and certification,
ment group and readjust your priorities to
with procurement looking to help the
get through the storm.”
business get the right suppliers and
Despite the shifting of gears, the road
processes in place so that it can be
ahead for CSA Group remains one of
the recognized partner for a medical
opportunity and looking further at how
Pro cure ment : Essent ial to t h e b us i n es s . Es s ent i a l to t h e cu sto mer.
procurement can continue to support the
is, if you want to grow, you've got to be
organization to harness the data that's
able to think about how you can drive
embedded through the technology imple-
change. Change that matters to your
mentations to obtain further insights and
company, change that matters to the
make meaningful decisions to support
ecosystem that you're in and change
the growth of the company. For Satija,
that matters to the world. Keep on driv-
it’s about continuing to be essential to
ing change and innovation and not just
the business. One could argue that he
for the sake of driving it. Drive change
has demonstrated that as a function,
and innovation that will support growth
but he reflects on a key bit of advice he
for the company that you work for and
heard once upon a time.
the world that you live in.”
“Being comfortable will never drive growth,” he says. “The former IBM CEO always used to say that comfort and change do not coexist. What that means www.cpostrategy.com
76
Five wo pract procur Fi ve wo rst p ract ices in p rocurement
orst tices in rement Five worst practices in procurement According to the GEP, procurement professionals need to ‘step out of the box and see themselves as others see them’. Fair enough, but they also go as far as saying that when they don’t, their behaviour can be ‘positively frustrating to their peers’. CPOstrategy looks at five common career-limiting practices for procurement professionals as outlined by GEP....
www.cpostrategy.com
81
Fi ve wo rst p ract ices in p rocurement
one How to totally botch a mandate for procurement A bold statement for sure, but GEP outlines
all cases, will be challenged to gain
that there is a belief that a CEO’s commit-
the necessary budget to implement
ment to a policy of 100 percent purchasing
a robust enough model to manage all
compliance will drive compelling benefits
spend on a timely, collaborative and
to the organisation and the CPOs will work
high-quality basis.’
hard to obtain this commitment. Reality
Staff become stretched and over-
never really lines up that way and so
worked, responsiveness goes down,
more often than not, it results in overreach.
goodwill is lost, and the noise rises to
Successful management of all spend
the C-Suite which is never a good thing.
requires a significant investment in staff,
Success will only come from approaching
technology and change management.
a mandate as a journey, mapping strat-
‘Procurement organisations are often
egy to build on a succession of increasing
called to lead by example in reducing
wins and supporting those robustly with
their own costs of operation and, in nearly
the resources at your disposal. www.cpostrategy.com
83
Fi ve wo rst p ract ices in p rocurement
two How to get ignored by the c-suite Procurement speaks its own language.
Procurement must become more
Even now, where procurement is being
sophisticated in translating negotiated
increasingly recognised as a key part of
savings to realized savings and EBIDTA,
business, it has its own lexicon of terms
and how it defines value in strategic deals.
that are important to procurement. This
It also needs better prioritization models
language sometimes just does not trans-
in place, investing its time and best
late into the language or the agenda of
resources on the initiatives that are most
the C-Suite and that’s a fact.
critical to the company.
We’ve written a few times in this maga-
‘Procurement professionals need to
zine that procurement has an image
learn to put procurement’s success crite-
problem and that stems from the fact
ria in the correct context of the overall
that procurement believes that its goals
agenda of the business leaders — with
are among the most important goals to
P&L responsibility. We are part of the
the rest of the business.
company’s ecosystem, not the center of it.’ www.cpostrategy.com
85
thr Fi ve wo rst p ract ices in p rocurement
ree How to overpromise and underdeliver while increasing bureaucracy How do you measure success? Easy. How do you measure why something
‘something’ that it needed to deliver.
The fact of the matter is, procurement
hasn’t happened to an agreed time and
simply does not actually do the neces-
date within the organisation? That’s
sary analysis required, nor does it realis-
where it gets a little tricky. Procurement
tically assess the existing workload and
loves to commit to service-level objec-
lay out expectations of what is required
tives, but often does not accurately
before it commits to a time frame. You
measure them, if at all.
can see the problem that this presents.
GEPs tates that if procurement
‘A promise of Tuesday becomes
can’t meet a timeline, it simply makes
Thursday and drags on to Monday, and
excuses explaining how busy it is as a
we wonder why others don’t always find
function or how it didnt get the necessary
us to be credible’ www.cpostrategy.com
87
Fi ve wo rst p ract ices in p rocurement
four How to reduce agility of the company and hamper business ‘Often, we inject ourselves into a deal in
that most procurement organizations have
process, and commit to delivering savings
no consistent mechanism for address-
(by browbeating the supplier into lowering
ing the total business case in the context
prices) without adequate research on the
of analyzing the financial benefit that will
context of the deal or the actual market for
be eroded by not executing promptly,
a unique product or service.’
compared with the potential benefit of
Where procurement lacks capacity, it will often put deals into the queue and is then
additional intervention by procurement. Frankly put, procurement very often
unable to give them the timely attention
does not have a clue about what the total
that they deserve. Ask around and you’ll
business case is (macro view) and only
find that most procurement profession-
has a view of the price or total cost of
als confess that the value of a deal to the
ownership (micro view). This is procure-
company is diminished by delays in execu-
ment myopia, and needs to be overcome
tion. What is interesting, and alarming, is
if it is to consistently add real value. www.cpostrategy.com
89
Fi ve wo rst p ract ices in p rocurement
five How to mess up procurement automation This one is a big one. So if you
secure the funds to purchase and imple-
take anything away from this list,
ment these technologies, it frequently
CPOstrategy says this is it!
fails to recognize, plan or budget for
There is, undeniably, a plethora of remarkable and game-changing
organizational change management and other non-IT support costs.
procurement tools and technologies
‘Roll-outs falter and stall because we
on the market right now. We purpose-
underestimate the amount of effort that
fully didn’t say disruptive because
it takes to properly think through and
automation right now is kind of the
address the different ways that individu-
one area that we as an industry
als buy and use different commodities in
space will continue to focus on for
different geographies.’
the foreseeable future.
Procurement tends to fail to provide for
These technologies, automation in
adequate training, communications, help
particula, can help enterprise procure-
desks and on-going support. As a result,
ment teams boost efficiency, transpar-
it will continue to fumble on the very
ency and productivity. The key words
verge of what should be a moment of
for any procurement professional.
triumph. The result is another investment
When procurement professionals finally
that failed to meet the business case. www.cpostrategy.com
91
BE LIKE SAM
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