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Beyond purchasing

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50 Appendix |<br />

7.<br />

How high a priority are procurement issues<br />

s for your organization?<br />

Very<br />

high<br />

30%<br />

High<br />

44%<br />

Very low/<br />

Don’t know<br />

0%<br />

Low<br />

5%<br />

Moderate<br />

21%<br />

590 respondents<br />

8. Which are the biggest barriers to a greater strategic impact for procurement at your organization?<br />

Other functions lack interest in, or understanding 42%<br />

of, how procurement expertise can be<br />

used strategically<br />

Failure of other departments to consult 35%<br />

procurement early enough in making major<br />

<strong>purchasing</strong> decisions<br />

34%<br />

Resistance to change within the<br />

organization as a whole<br />

Procurement staff lack understanding 30%<br />

of the wider business<br />

Senior management lacks interest in, or 25%<br />

understanding of, how procurement expertise<br />

can be used strategically<br />

Procurement function not aligned with broader 21%<br />

corporate strategy<br />

The procurement function lacks a unified voice 19%<br />

(eg, a strong figurehead)<br />

Other functions are not able to adopt a central 16%<br />

procurement strategy<br />

Procurement function is underfinanced/ 15%<br />

Overstretched<br />

Other/ Don’t know 6%<br />

0 5 10 15 20 25 30 35 40 45 50<br />

% of respondents<br />

© 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<br />

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.

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