Beyond purchasing

Recommendations

Info

© 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.
Conclusion 43 Conclusion The procurement function is increasingly gaining control over its main raison d’être — the purchase of goods and services for the company. Maverick spending is down; procurement professionals are obtaining authority over more and more daytoday spending at more and more companies; and centralized functions are becoming best practice. Even as procurement consolidates authority on its home ground, it faces a variety of broader challenges. Although companies are rapidly investing in information technology to meet the challenges of <strong>purchasing</strong> in a modern, global marketplace, procurement often lacks the skills required to take full advantage of these tools. Only a minority of businesses are taking advantage of taxefficient structures. And as scrutiny of companies’ environmental and ethical practices increases, there is also a requirement for procurement to understand the implications of corporate sustainability for <strong>purchasing</strong> and the supply chain. Meanwhile, efforts to make a bigger contribution to corporate strategy are hampered, often by misunderstanding between the function and the rest of the business. Procurement has much expertise to offer, which can provide substantial financial benefits. Convincing colleagues across the business of this, and aligning not just goals but thinking about where the function can — and cannot — add value, is potentially the biggest challenge in the years ahead. © 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 and 42: Global differences | Section VI 39
Page 43: © 2008 KPMG International. KPMG In
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

Beyond purchasing

Create successful ePaper yourself

Delete template?

Save as template?