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

  • Christian SchuhEmail author
  • Joseph L. Raudabaugh
  • Robert Kromoser
  • Michael F. Strohmer
  • Alenka Triplat
  • Jim Pearce
Chapter
  • 1.3k Downloads

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 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Springer Science+Business Media LLC 2017

Authors and Affiliations

  • Christian Schuh
    • 1
    Email author
  • Joseph L. Raudabaugh
    • 2
  • Robert Kromoser
    • 1
  • Michael F. Strohmer
    • 1
  • Alenka Triplat
    • 1
  • Jim Pearce
    • 3
  1. 1.A. T. Kearney Ges.m.b.H.WienAustria
  2. 2.A. T. Kearney Inc.ChicagoUSA
  3. 3.A. T. Kearney LimitedLondonUnited Kingdom

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