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• Cover: The Procurement Value Proposition
• The Procurement Value Proposition
• Title Page
• Table of Contents
• List of figures
• List of tables
• Preface
• Acknowledgements
• Introduction
• Structure of the book
• How to use this book
• Notes
• PART A Foundations and establishment of contemporary procurement
• 01 What is contemporary procurement?
• The emergence of procurement as a profession
• The emergence of procurement as an academic discipline
• Early developments towards modern procurement
• Procurement becomes supply (chain) management
• The dawn of the modern era: procurement as an enabler and value adder
• Purchasing’s legacy
• Towards procurement’s value proposition
• Conclusions
• Notes
• 02 Procurement maturity
• Organizations continue to grow their supply chain global footprint
• As companies expand globally, so does supply chain complexity
• Increased globalization brings increased risk of supply disruption
• Regulatory requirements are a big part of complexity
• Logistics network redesign and customization
• Challenges in supply chain and logistics infrastructure
• Increasing sustainability pressure
• What does this mean?
• Can procurement embrace complexity?
• Defining procurement performance and procurement value
• Value – the holy grail for procurement
• If the CEO was to ask you ‘how much might that price cost the business?’ could you answer?
• The right stuff
• How should we measure procurement’s performance?
• Looking forward
• Some conclusions
• Notes
• 03 From global trends to corporate strategy
• The key global trends
• The five game changers
• External impacts: what procurement must do today and in the future
• Developing corporate and procurement strategy to meet the challenges
• Conclusion
• Notes
• 04 Five game changers
• Game changer no. 1: corporate social responsibility (CSR)
• Game changer no. 2: technological advances
• Game changer no. 3: globalization
• Game changer no. 4: demographic changes
• Game changer no. 5: the shift in the global economic centre of gravity
• Some conclusions
• Notes
• 05 Taking a practical approach to improvement
• What do we aspire to be? Aligning procurement’s value and capabilities
• Re-evaluating the procurement function
• From zero to hero: procurement’s PR challenge
• Application of the ACE model: a tool kit for business leaders to implement change
• The smart things that top-performing procurement organizations do
• Some conclusions
• Notes
• 06 It’s all about people
• The key issues
• Evidence of this change
• Different types of talent are needed for different roles
• Conclusions
• Notes
• 07 Cometh the hour cometh the man
• A quick refresh
• Deep ‘smarts’ are key
• Brave new world
• Two big questions
• Building a winning procurement team
• Some conclusions
• Notes
• 08 The dawn of procurement’s new value proposition
• The question of ‘best’ practice
• Issues in the management of modern procurement
• Procurement: why traditional approaches no longer fit
• Managing for innovation
• Managing markets
• Working with complexity
• The six signposts to procurement’s future value
• Some conclusions
• Notes
• 09 The future
• The rise of strategic procurement
• Category management: the heartland of modern professional procurement
• Category management has to begin and end with stakeholders
• Influence is critical
• Value: is it time to reveal procurement’s latest game changer?
• Why value procurement differs from value-based procurement
• Defining value procurement
• Value procurement has to begin and end with customers
• Caveat emptor
• Taking the view from business to market
• So how does this change the game?
• The evolution of procurement’s value proposition
• The CPOS enigma
• Delivering commercial twist
• Some conclusions
• Notes
• 10 Reflections and conclusions
• Reflections
• Back to the five game changers
• Reflections on the five game changers from a procurement perspective
• Reflections on the consequences of procurement maturity and its value to business
• Attracting and retaining the best and the brightest procurement talent
• We are entering the era of the bimodal procurement professional
• Why risk has become the number one issue
• Procurement relationships in China
• Procurement must drive productivity to generate value for the business it serves
• Overcoming the barriers to value creation
• To conclude
• Notes
• PART B Innovation debates
• 11 Introduction to innovation debates
• Event styles
• The innovation debates
• Notes
• References
• Further Reading
• Index
• Copyright page