 |
|
| "Mapping the Purchasing Value Creation Strategy" |
| |
| 14th - 16th December 2011 |
|
| In Archamps (French Geneva Border), FRANCE |
| |
PRESENTATIONS, VIEWPOINTS, CASE STUDIES AND DEBATES
FROM THREE COMPLEMENTARY PERSPECTIVES:
practitioners, academics and consultants. |
|
|
|
| At last year's EIPM Annual Conference, when the economy was showing signs of recovery, we investigated together how to "Measure Purchasing Contribution to Value Creation". This year we will build on the work we did a year ago to look at how companies "Map their Purchasing Value Creation Strategy". This appeared as a relevant theme, at a time when companies are reinventing their pathway to growth by harnessing innovation and sustainability; when uncertainty exist around governmental policies and when unexpected disasters recurrently affect the ecosystem of global supply chains. |
We recently asked CPOs about what they look at when assessing their progress in terms of Value Creation. Together, we came up with 5 disciplines that will form the basis for the 2011 conference:
|
- Engaging with the Business Agenda
- Connecting the Inside and Outside
- Creating end-to-end Visibility
- Leveraging Knowledge from the Supply Ecosystem
- Establishing a Purchasing Leadership Footprint
|
| |
Engaging with the Business Agenda
Successful purchasing teams go beyond the translation of the business strategy into a purchasing strategy. These teams should: |
| |
• Contribute to strategic decision making.
• Integrate supply trends in business scenarios.
• Engage with the business functions to find competitive differentiators.
|
| |
Connecting the Inside and Outside
In an age of open innovation, purchasing professionals have a key role to play in terms of identifying value creation opportunities. Those terms consist of:
|
| |
• Supporting co-innovation with suppliers and partners.
• Stimulating collaborations.
• Maintaining a neutral stance.
|
| |
Creating end-to-end Visibility
Our 21st century globally connected world is full of new ideas and dangers. We believe that people who are deeply engaged with suppliers can: |
| |
• Prevent disruptions in the value chain.
• Handle unexpected events.
• Lead sustainability initiatives to create value for the business
|
| |
Leveraging Knowledge from the Supply Ecosystems
We believe purchasing teams are uniquely positioned to bring together the big picture and the critical details that shape reality. They need to: |
| |
• Foresee market evolution and business model changes
• Lead joint process and service innovation
• Scout for technologies Contribute to strategic decision making.
|
| |
Establishing a Purchasing Leadership Footprint
Success requires leadership skills not just from the top but widely distributed across companies. We need purchasing professionals who have the right soft skills to: |
| |
• Help others see beyond the obvious
• Build common visions
• Challenge the status quo and persuading others
|
Throughout this year's EIPM annual conference, we will investigate those 5 disciplines and as we progress we will engage participants in creating the strategy maps and scorecards that can make a difference. |
|
|
|
 |
| For more information, please contact : |
|
Mrs Margaret Giraud : mgiraud@eipm.org Tel. : +33(0)4 50 31 56 86 |
The European Institute of Purchasing Management
E.I.P.M.
FRENCH GENEVA CAMPUS -
SITE D’ARCHAMPS 74160 ARCHAMPS - FRANCE
Tel. +33 (0)4 50 31 56 78 - Fax +33 (0)4 50 31 56 80 www.eipm.org |
|
THE SOURCE
FOR PURCHASING |
| |
|
|
