A CEO who thinks like a CPO who thinks like a CEO

Christian Schuh (), Joseph L. Raudabaugh (), Robert Kromoser (), Michael F. Strohmer (), Alenka Triplat () and Jim Pearce ()
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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.
Jim Pearce: A. T. Kearney Limited

Chapter 1 in The Purchasing Chessboard, 2017, pp 1-7 from Springer

Abstract: Abstract Procurement comes in many forms. The most basic—albeit the one we most discourage—is that of a transactional function that executes commercial arrangements between business stakeholders and suppliers. This type of procurement, whether based on a mindset or behavioral model, is indicative of missed value-creation opportunities and talented procurement professionals relegated to lesser roles. If you are a chief executive and this is your view of procurement, you might as well fire your entire procurement team and replace them with Ariba, Oracle, or SAP. Transactional procurement is repetitive and boring, adds little to no value, and is perfectly suited to process automation tools.

Keywords: Computer Numerical Control; Procurement Organization; Computer Numerical Control Machine; Transactional Function; Business Stakeholder (search for similar items in EconPapers)
Date: 2017
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DOI: 10.1007/978-1-4939-6764-3_1

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