What are the predictions of how will procurement look like by 2025?
What are some of the good case practices regarding the value creation strategy management? How to ensure that the value creation strategy is sustainable in long term?
We like to work with the Business as part of the team that helps develop the strategy, identifying the opportunity, discovering the choices available, and then implementing the change. We will then measure the success and sustainability of the actions taking appropriate timely actions as required.
What are the top priorities that need to happen within procurement function to improve its positioning within the company?
We will continue our efforts to demonstrate value added through the function, establishing ourselves at the beginning of an opportunity to be a part of the teams that are innovating ideas and delivering a competitive advantage. We will continue to promote that collaboration wins the day, and we will ensure that internal branding supports this. We want to be seen as the function that people want to engage.
When it comes to the future of procurement, the influence of technological advances is still increasing. How will the industry’s technologies look like by 2025? How will they effect operations in sourcing and procurement?
The question that we will face is how much face to face contact will occur within the next few years, and will we see more people migrating away from negotiating live and instead moving to supporting the advanced tool solutions which ensure that Data Transparency is complete and that are able to satisfy new governance needs. The whole procurement cycle will become more agile, and the cycle time will need to be greatly reduced. Exciting times.
Paul WALLACE, Procurement Director EMEA started at Air Products in various Financial Analysis/Manager roles across different divisions of the company and ended up becoming a Regional Business Controller. He then worked in various Regional Supply chain roles before heading up the Supply Chain team in one of the company’s divisions. He then added to his Supply chain role the role of a Business Director being accountable for the results of one of the larger divisions of Air Products. Then he moved into the Procurement function and was given the task to transform the function and make it more business aligned.