Beyond purchasing

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40 Global differences | Section VI Strategic initiatives respondents are undertaking or considering 16% 19% 26% 31% 7% Including social, ethical and human rights considerations s in procurement decisions 15% 29% 28% 21% 7% Concentratingting procurement activities in a shared service center 15% 19% 32% 32% 3% 12% 25% 30% 26% 6% Introducing/expanding e-procurement/ Reverse auctions 13% 24% 29% 27% 8% 13% 27% 27% 26% 7% Implementing supplier relationship management (SRM) strategies 13% 30% 35% 15% 6% 12% 39% 30% 15% 5% Introducing/ Improving quality enhancement programs rams (eg, Six Sigma, TQM) 9% 23% 33% 24% 10% 11% 33% 25% 24% 6% Implementing tax-efficient structures for procurement 13% 25% 23% 28% 11% 8% 16% 25% 35% 17% Offshoring to low-cost countries 9% 14% 19% 48% 11% 8% 21% 19% 43% 8% Lessening environmentalental impact of products by working with designers/ Suppliers 9% 21% 34% 28% 8% 5% 29% 30% 27% 10% Outsourcing the procurement function 8% 10% 9% 68% 5% 3% 6% 13% 71% 8% 0 10 20 30 40 50 60 70 80 90 100 % of respondents Already completed Currently underway Being considered Not being considered Don’t know/ Not applicable Asia Rest of world © 2008 KPMG International. KPMG International is a Swiss cooperative. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
© 2008 KPMG International. KPMG International is a Swiss cooperative. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm visàvis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Page 1 and 2: A DVISORY Beyond purchasing Next st
Page 3 and 4: Contents About the research 2 Forew
Page 5 and 6: About the research 3 To supplement
Page 7 and 8: | | Foreword 5 Beyond these specifi
Page 9 and 10: Executive summary 7 Taxation often
Page 11 and 12: A strategic role? | Section I 9 Key
Page 13 and 14: A strategic role? | Section I 11 Vi
Page 15 and 16: © 2008 KPMG International. KPMG In
Page 17 and 18: KPMG comment | Section I 15 KPMG co
Page 19 and 20: Procurement functions and purchasin
Page 23 and 24: KPMG comment | Section II 21 KPMG c
Page 25 and 26: Information technology | Section II
Page 29 and 30: KPMG comment | Section III 27 KPMG
Page 31 and 32: Taxing challenges | Section IV 29 K
Page 33 and 34: KPMG commentt || Sect ctioion IIV 3
Page 35 and 36: It’s not easy being green | Secti
Page 39 and 40: KPMG comment | Section V 37 KPMG co
Page 41: Global differences | Section VI 39
Page 45 and 46: Conclusion 43 Conclusion The procur
Page 47 and 48: KPMG final thoughts | Conclusion 45
Page 49 and 50: | Appendix 47 2. Which best describ
Page 51 and 52: | Appendix 49 5b. Who do you think
Page 53 and 54: | Appendix 51 9. What percentage of
Page 55 and 56: | Appendix 53 13. What are the most
Page 57 and 58: | Appendix 55 17a. How much has the
Page 59 and 60: Appendix 57 21. In which country is
Page 61 and 62: | Appendix 59 24. What are your org
Page 63 and 64: Thanks to everyone who participated

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