I’ve always held the view that as a Procurement leader you must be able to demonstrate value – and to me that includes the cost of your team vs. the savings, cost reductions efficiencies and business improvements you look to achieve. Essentially a good return on investment.
Lately, however, there seems to be a trend towards larger
I don’t believe that the size of the team is dependent on spend levels. I think it’s more to do with whether or not you wish to account for every transaction through procurement—or if the
Previously I’ve led and worked within large teams and a relatively small spend as well as virtually standalone, addressing far higher numbers. So there’s clearly some big differences in perceptions out there.
The danger is that by building such large teams you may lose focus on what procurement is there to achieve—true tangible value and
My view? Keep it
Welcome your views as always …
This originally appeared on LinkedIn.
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