Global Sourcing

Skills and characteristics of a successful global procurement manager

EmanAbouzeid.jpgCall it 'purchasing', 'procurement', 'supply management' or 'sourcing', the role of procurement within organisations is changing significantly. Purchasing departments are, at last, moving from reactive to proactive, responding to management's demand that they add value to an enterprise rather than retain their traditional role as cost centre.

Consequently, the procurement manager of today needs to be a far different type of individual than in previous years. The characteristics and skills sets required are much broader in scope and much more detailed in their execution.

Eman Abouzeid (CSCP, CIPS), a procurement and supply chain professional with global experience, unpacks the skills that global sourcing professionals should master.

Join us at Smart Procurement World for a keynote presentation from CIPS on the skill sets required of the future procurement professional: Artificial Intelligence (AI) and Blockchain are rapidly redefining the traditional role of procurement professionals. Simultaneously, organisations require ever-higher standards of corporate governance and social responsibility.

Logistics: an opportunity for competitive advantage

TafaraSvosve.jpg"What business strategy is all about is, in a word, competitive advantage. The sole purpose of strategic planning is to enable a company to gain, as efficiently as possible, a sustainable edge over its competitors. Corporate strategy thus implies an attempt to alter a company's strength relative to that of its competitors in the most efficient way" (Kenichi Ohmae, 1982).

Recessionary markets and increasingly fierce global competition are two of the main challenges facing organisations today in their quest to gain and sustain competitive advantage. However, providing a level of service that stands above the rest can rarely be achieved if a supplier fails to focus on its logistics strategy, argues Tafara Svosve (MSc Supply Chain Management; CMILT). A new management approach that recognises and locates logistics in its rightful place on a strategic platform (rather than merely a support activity) is required if organisations are to achieve and sustain competitive advantage, writes Svosve in this month's SmartProcurement.

Changing behaviours in sourcing - Q&A with Salesforce and Oracle's former CPO

 

GregTennyson.jpgCPO of VSP Global Greg Tennyson leads transformative change. He is the former VP and CPO (source-to-settle and expense-to-settle) at Salesforce and Oracle.

Greg sat down with ScoutRFP to discuss sourcing’s ever-evolving relationship with business - he talks culture, Moolah (the spend-it-like-its-yours monster) and how CPOs can work with the pace of change at an organisation to reach sourcing-stakeholder “utopia.”

Identifying and mitigating global sourcing risks

SanetShepperson.jpg

Before you start, ensure that you have the best global sourcing and product experts that you can afford, says Sanet Shepperson (MCIPS) in this month’s SmartProcurement.

Supply chains and adjusting to Trump: think local and global

 

KateVitasek_540x800.JPGIt’s still early in the Trump presidency, but not too early for supply chain professionals to begin planning for what could be major challenges in global markets and trade agreements, especially if President Donald Trump follows through on border tariffs, the dismantling of existing trade agreements, and other “America First” protectionism ideas he has shared as part of his Twitter-storm rhetoric, writes Tennessee University Professor in Supply Chain Management, Kate Vitasek.

What makes SA such a popular outsourced destination?

 

lerato.jpgUnder increasing pressures to cut costs and achieve efficiencies in the current global macroeconomic situation, organisations look for destinations that are not only cost-effective, but can also provide quality services especially in terms of high-end processes. In this regard, South Africa has, to a large extent, been able to establish its offshoring mettle; a number of European, US and Australian companies have started offshoring complex processes to South Africa.

According to current estimates from Business Process Enabling South Africa (BPESA) - the BPO industry association in South Africa, the South African BPM sector employs 225 000 people and contributes more than R50-billion to the national annual GDP. The country accounts for 1% of the global business process and information technology outsourcing market.

How has South Africa established itself as the next emerging offshoring hub?

Lerato Sithole, Director of Supply Chain Management: Business-Process-as-a-Service for Deloitte, discusses the factors that are making South Africa a popular offshoring destination, in this month’s SmartProcurement.

SA 42nd for global supply chain resilience

 

SA-flag.pngMeasured according to different dimensions of supply chain risk, South Africa was ranked 42nd out of 130 measured countries and territories in 2016.

Insurer FM Global's Resilience Index ranks countries most and least exposed to different dimensions of supply chain risk, having measured their resilience to supply chain disruptions.

The survey data examines nine key drivers of supply chain risk and groups into three categories: supply chain, risk quality and economic factors.

Market consolidation "key trend in procurement outsourcing"

 

MarketConsolidation.pngMarket consolidation and the inclusion of extra services will be among the most significant trends driving the global procurement outsourcing market, according to research.


Market research company Technavio analysed emerging trends to find the biggest factors that will influence the sector up to 2019.

"Ghana needs professional procurement practitioners"

 

GhanaianProcurement.jpgGhana needs professional procurement practitioners to salvage the country from corrupt practices in its economic transactions, said Chairman of the Advisory Board of the Chartered Institute of Procurement and Supply-Africa, Prof. Douglas Boateng.

3 supply chain lessons from the mismanagement of the EBOLA disaster

 

EbolaSupplyChain.pngThe current outbreak of Ebola is the largest and most complex since its discovery in 1976, exceeding the sum of all previously identified cases.


In October 2014, The World Health Organisation announced that there could be 10 000 new cases of Ebola per week and the current outbreak’s mortality rate had increased to 70%.


What was considered West African problem became a global concern with cases being treated in Europe and America, some of them resulting in fatalities. While there is a concerted effort to contain the outbreak, the international president of Médecins Sans Frontières, an NGO working in the affected regions, said earlier that “six months into the worst Ebola epidemic in history, the world is losing the battle to contain it.”


The question that businesses need to ask themselves is what could they learn from this experience, says Suresh Somasundaram, Director of Business Network Marketing at SAP, in this month’s SmartProcurement.

In 5 Days 2000 Procurement Professionals will meet to network, learn and do business!

 

LoyioGola.jpgWith only a few days to go, 3000 attendees have confirmed – Smart Procurement World, Africa’s largest supply chain indaba, kicks off on Tuesday, 9 September.


More than 110 speakers will share their procurement and supply chain insights with delegates in 6 different conference streams.


Hear from supply chain heads from Absa, Coca-Cola, Anglo American Platinum, Sasol and Transnet. Technology enablers from SAP and Oracle will inform the technology panel discussion.

Reducing supply chain costs through the circular economy

 

CircularEconomy.jpgToday, the linear ‘take, make, dispose’ economy that relies heavily on cheap resources for growth, is under threat from increasing commodity prices and growing consumer demand. The ‘circular economy’ offers a viable alternative, with cost savings estimated at over $1-trillion per annum by 2025. The supply chain has a key role to play in driving the transition to a circular economy, Tech-Pro tells SmartProcurement

Reducing Costs through Collaboration in Supply Chains - Martin Christopher

 

Martin_Christopher.jpgThe need to contain costs in all aspects of business is now more crucial than ever for most companies. Many challenges lie ahead in these uncertain economic times; input costs, particularly raw materials, are on the rise again, and the search for greater cost reduction in business is intensifying. But after years of significant cost-cutting programmes, there is very little low-hanging fruit left, says visionary supply chain thinker Martin Christopher .

Procure better outcomes from your print process

ChristianBell_May2013.jpgCompanies often see print as a cost of doing business and have not made the move to optimise their print management. However, simply taking that first step with the right print management partner can produce surprising and staggering outcomes, Christian Bell, Head of Sales and Marketing at Point, told SmartProcurement.

Greater value lies in procured print-manage services

ChristianBell.jpgThe true value of print expenditure is becoming increasingly evident with the evolution of more sophisticated Enterprise Resource Planning (ERP) accounting systems, which is increasing the focus on the print commodity and highlighting the need for companies to gain greater insight into and control of this product, Christian Bell, Head of Sales and Marketing at print management consultancy Point says in this month’s SmartProcurement.

Emerging markets and their supply chains now on the global map

Emerging Markets.jpg“Two-thirds of global executives state their supply chains are being developed to service growth in emerging markets”. This is one of the outcomes of a recent survey of 225 supply chain and corporate executives from global companies with annual revenues exceeding US$3-billion. The survey, conducted by Ernst & Young and the Economist Intelligence Unit (EIU) also found that almost four out of five respondents said they are “likely” or “very likely” to relocate a regional headquarters to an emerging market within the next three years.

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