Procurement: the case for clout

Christian Schuh (), Joseph L. Raudabaugh (), Robert Kromoser (), Michael F. Strohmer () and Alenka Triplat ()
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Christian Schuh: A.T. Kearney Ges.m.b.H.
Joseph L. Raudabaugh: A.T. Kearney Inc.
Robert Kromoser: A.T. Kearney Ges.m.b.H.
Michael F. Strohmer: A.T. Kearney Ges.m.b.H.
Alenka Triplat: A.T. Kearney Ges.m.b.H.

Chapter 1 in The Purchasing Chessboard, 2012, pp 1-9 from Springer

Abstract: Abstract Let’s get started with a message to analysts: For the benefit of your stakeholders, encourage your corporation to install a heavyweight Chief Procurement Officer (CPO). The case for this is simple. If a company spends between half and two-thirds of its revenue on purchased goods and services, you better have someone with political clout running the show. Just looking at how well a company — any company — did in the 2008 economic cycle should be a convincing enough argument. Those firms with a CPO equal in rank to the head of sales, head of R&D, or head of production did consistently better than those that relegated procurement to the lower echelons.

Keywords: Mobile Handset; Procurement Leader; Roller Coaster Ride; Extreme Volatility; Mobile Phone Industry (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4614-2221-1_1

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DOI: 10.1007/978-1-4614-2221-1_1

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