Chief-Procurement-officer-purchasing-officer

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How can a CPO bridge gaps
CPOs’ traditional ambit involved sourcing and procurement of goods
and services. They are now strategic partners on CEOs’ leadership team.
Over the past decade, the role expanded—driven by the need for
improved cost control, response to increasing competition, and
market demand for innovation. CPOs are now involved in supply risk
management, accounts payable, contingent workforce management,
new product development, M&A due diligence, compliance with the
Foreign Corrupt Practices Act and ethical sourcing, sales force training,
the make/buy decision, as well as other responsibilities.
The expanding scope of the CPO’s responsibilities leads naturally to a
wider set of relationships within the organization and among external
supply partners. Thus, some style gaps may close organically, as a selfaware
CPO evolves with the job, taking on broader responsibilities and
developing his or her leadership, thinking, and emotional styles.
Getting to the next level.
Career conversations among CPOs frequently center on what’s next and
how to get there, particularly as succession plans for CEOs are developed
and the competencies of candidates are assessed. In order for CPOs to
be considered for the CEO position, they must demonstrate potential and
readiness, as well as performance. The differences are important: High
performance means a person is good at his or her current job. Readiness
suggests that he or she is prepared for the next promotion. High potential
means there are indications that he or she will succeed at the highest
levels of leadership. According to research, only about 29% of high
performers are also high potentials, whereas 93% of high potentials are
also high performers (Corporate Leadership Council 2005). To advance
upward, CPOs need to show they are in the latter group.