Chap 1

chapter 1
The scope and influence of procurement
Learning outcomes
This chapter aims to provide an understanding of:
 the scope and influence of procurement
 the stages of procurement development and future trends in procurement
development
 factors influencing the internal and external status of procurement
 the strategic dimensions of procurement
 demands for change in the strategic business role of procurement
 characteristics of world-class procurement
 future challenges for procurement.
How to define procurement
CIPS Australia motivated a debate on an agreed procurement lexicon. The
following statements were proposed:
 Procurement is the business management function that ensures

identification, sourcing, access and management of the external
resources that an organisation needs or may need to fulfil its strategic
objectives.
 Procurement exists to explore supply market opportunities and to

implement resourcing strategies that deliver the best possible supply
outcome to the organisation, its stakeholders and customers.
Strategic roles of procurement
There are unquestionable operational and tactical roles of
procurement, such as
 agreeing the price
 placing purchase orders
 attending meetings
 chasing overdue deliveries
 handling stakeholder queries and
 handling order acknowledgements.
cont…..
Due diligence:Due diligence is a structured methodology to help
determine that a supplier has the necessary qualities to become a
partner of the buying organisation.
 financial robustness, including working capital
 competence and availability of key resources
 history of legal disputes and litigious actions
 experience of partnering relationships
 existence of a robust five-year business plan
 history of insurance claims
 IT system robustness.
Cont…
Risk Management of the supply chain:Identifying supply chain
risks and developing acceptable risk mitigation strategies is a
hallmark of a strategically focused procurement operation.
All supply chain risks fall into one of three categories:
1 Those risks that only the supplier can manage
2 Those risks that only the buying organisation can manage
3 Those risks that must be jointly managed by the supplier and the
buying organisation.
Cont….
Relationship management:The skill of managing relationships with
strategic suppliers necessitates attention to, for example:
 conducting regular blame free reviews of contract performance
 a joint commitment to continuous improvement
 sharing long-term business goals
 active involvement of senior people at both organisations
 negotiations based on genuine business objectives
 provision of accurate and timely business and contract management data.
Cont…
Continuous improvement of supplier performance:The procurement community
has a strategic role to motivate suppliers to continually improve their
performance.
The supplier’s investment in ‘right first time:An organisation’s reputation for

quality is a prime business asset.
The supplier’s investment in inventory:The rapid business approach to Just-in-

Time has focused attention on who pays for inventory in the supply chain pipeline.
Cont…
• The supplier’s investment in procurement expertise:It is a strange

phenomenon that when buyers visit potential suppliers they often fail
to probe the supplier’s investment in procurement expertise.
Procurement as organisational buying
Organisational buyers have been defined;Those buyers of goods

and services for the specific purpose of industrial or agricultural
production or for use in the operation or conduct of a plant,
business, institution, profession or service.
Organisational buyers are therefore those who buy on behalf of an

organisation rather than for individual or family use or
consumption.
The evolution of purchasing through to
procurement
Period 1: The early years (1850–1900)
Period 2: Growth of procurement fundamentals (1900–1939)
Period 3: The war years (1940–1946)
Period 4: The quiet years (1947–mid-1960s)
Period 5: Materials management comes of age (mid-1960s–late
1970s)
Period 6: The global era (late 1970s–1999)
Period 7: Integrated supply chain management (beyond 2000)
Procurement and change
The challenge to manage escalating costs in purchasing
goods and services.
The public sector focus on driving out inefficiencies in public
expenditure
The increasing trend to outsource manufacture and services
The recognition that procurement is a significant
contributor to corporate efficiency
Cont…
The positive impact of global sourcing
The enhanced use of information technology and e-
procurement
The challenge to outdated traditional practices
World-class procurement
The term ‘world class’ was popularised by the book World
Class Manufacturing by Schonberger 11 published in 1986.
The world-class manufacturing equivalent is continual and

rapid improvement.
Twelve characteristics of world-class supplier
management
 Commitment to total quality management (TQM).
 Commitment to just-in-time (JIT).
Commitment to total cycle time reduction.
Long-range strategic plans that are multidimensional and fully
integrated with the overall corporate plan, including the
organisation’s supply strategy, and related to customers’ needs.
Cont…
Supplier relationships, including networks, partnerships and alliances.
Strategic cost management – this involves a total life acquisition

approach to evaluating bids and the use of IT to support a paperless
and seamless procurement process across the whole supply chain.
Performance measurements, including regular benchmarking with

and across industries.
Cont…
Training and professional development, including
identification of required skills for higher-level procurement
posts and the maintenance of employee skills inventories.
Service excellence – procurement is proactive, anticipates
customers’ needs and demonstrates flexibility.
Corporate social responsibility, especially regarding ethical,
environmental and safety issues and support of local
suppliers.
Cont….
Learning – world-class procurement recognises that learning
and education are critical factors in continuous
improvement.
Management and leadership – although listed last, this is
probably the key factor.
The status of procurement and supply
management (PSM)
• Within a particular organisation the status of PSM is influenced by
leverage, focus and professionalism.
• Leverage:Traditionally, leverage of procurement has been focused on
enhancing profitability.
• Focus :Syson states that the position of procurement within a
particular organisation depends on whether the focus of the function
is transactional, commercial or strategic.
Figure 1.3 Positioning graph
strategies/policies
Cont….
Efficiency is a measure of how well or productively

resources are used to achieve a goal.
Effectiveness is a measure of the appropriateness of

the goals the organisation is pursuing and of the
degree to which those goals are achieved.
Cont…
• Professionalism: As long ago as 1928, Carr-Saunders20 made a

distinction between professionalism and professionalisation.
Professionalism is traditionally associated with certain attributes,
including:
skill based on theoretical knowledge
prolonged training and education

Cont…
demonstration of competence by means of tests and examinations
adherence to a code of professional ethics.
Professionalisation
• Professionalisation is associated with the development of associations

that seek to establish minimum qualifications for entrance to a
professional practice or activity and enforce appropriate rules and
norms of conduct among the members of the professional group and
raise the status of the professional group in the wider society.

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chapter 1

The scope and influence of procurement

 Procurement is the business management function that ensures

 Procurement exists to explore supply market opportunities and to

The supplier’s investment in ‘right first time:An organisation’s reputation for

The supplier’s investment in inventory:The rapid business approach to Just-in-

• The supplier’s investment in procurement expertise:It is a strange

Organisational buyers have been defined;Those buyers of goods

Organisational buyers are therefore those who buy on behalf of an

The world-class manufacturing equivalent is continual and

Supplier relationships, including networks, partnerships and alliances.

Strategic cost management – this involves a total life acquisition

Performance measurements, including regular benchmarking with

Efficiency is a measure of how well or productively

Effectiveness is a measure of the appropriateness of

• Professionalism: As long ago as 1928, Carr-Saunders20 made a

skill based on theoretical knowledge

prolonged training and education

• Professionalisation is associated with the development of associations

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