Since the economic downturn, procurement’s profile has been raised within many global businesses.
Stronger executive support for major initiatives has increased mandates for tackling non-compliance and we are now witnessing business units, such as finance procurement and Marketing which, in some instances, have never let Procurement cross their door before, proactively seeking procurement support.
However, through a series of interactions with senior executives over the last few years, a consistent message has arisen – one of frustration that procurement, and indirect procurement in particular, is underappreciated by the widerorganisation.
Furthermore, a vast majority of the members of the C-Suite feel that indirect procurement is under-invested
across UK, Europe, US and further afield. Proxima, in conjunction with NelsonHall, therefore ran a research study to investigate the perceptions, attitudes and desired outcomes of indirect procurement to catalyse this
common sense that procurement could and should play a greater role in most businesses.
Some of the responses in our study do indicate that indirect procurement in some organisations is perceived to have a role that is somewhat tactical and administrative. Some respondents advised that it can create process blocks and can, on occasion, even be antagonistic to specialist suppliers of the business, particularly specialist service providers.
Our first whitepaper, in this series of three, closely examined the quantitative research data surrounding the current perceptions of the indirect procurement function. This whitepaper examines the qualitative data gathered throughout the research and explores what procurement can do to redefine how it’s perceived by the organisation. I hope you find this whitepaper series as informative and insightful as we have. Download the whitepaper in full - click here