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

In: The Purchasing Chessboard

Author

Listed:
  • 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)

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.

Suggested Citation

  • Christian Schuh & Joseph L. Raudabaugh & Robert Kromoser & Michael F. Strohmer & Alenka Triplat & Jim Pearce, 2017. "A CEO who thinks like a CPO who thinks like a CEO," Springer Books, in: The Purchasing Chessboard, edition 0, chapter 1, pages 1-7, Springer.
    • Handle: RePEc:spr:sprchp:978-1-4939-6764-3_1
    DOI: 10.1007/978-1-4939-6764-3_1
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