- What will shape the target image of purchasing for the next five to ten years? What fields of action result from this?
- What does the corresponding, future role of procurement look like in concrete terms?
- What forms the basis of a sustainable, global purchasing strategy and organization?
- How should strategic product group management be structured? How can this be anchored in the purchasing organization with a lead buyer concept and / or other measures?
- What opportunities does digitalization open up for the purchasing organization, for example in the context of process automation in operational purchasing?
PURCHASING AND SUPPLY CHAIN RISK MANAGEMENT
The role of purchasing in industrial companies is increasingly changing. In addition to traditional challenges such as cost optimization, contract and risk management, the digitalization of procurement processes is ever more becoming one of its tasks. With technological support, time-consuming work processes can be automated, data-based decisions can be made and risks in the value chain can be identified at an early stage.
Procurement experts also play an important role in supplier management according to ESG criteria. Purchasing therefore also safeguards the sustainability performance of suppliers – from anchoring sustainability requirements in contracts to audits and sustainability training for suppliers. The focus here is on topics such as regional sourcing, environmentally friendly resource extraction and humane working conditions.
With the ROI-EFESO consulting team, companies can take their purchasing organization to a new level of performance. We support you with solutions to your challenges in the following areas:
Purchasing strategy, organization, and processes
Supplier management
- How can active and collaborative supplier management be achieved?
- What ensures a transparent structure of the tier-n supply chain? For example, to meet the sustainability requirements of customers with supply chain walks or other measures?
- What enables supplier risk management to act effectively, reactively, and preventively?
- How is successful innovation management practiced with suppliers and start-ups?
- Which suppliers are suitable for strategic partnerships, e.g. to realize joint development activities? Which ones for primarily transactional relationships?
- How are business-critical products and (software) technologies purchased from new suppliers, possibly from outside the industry?
- To what extent do the suppliers meet the sustainability criteria, e.g. with regard to the German Supply Chain Act or the European Supply Chain Act?
Material cost management
- Which measures for optimizing material costs can be implemented in cross-functional teams from purchasing and technology, for example in the sense of specification management?
- How can the best purchase prices be achieved by deriving target costs and working in partnership with suppliers?
- What added value does tier-n supply chain mapping or other measures provide to optimize the tier-n supply chain?
- What results can be achieved by involving purchasing at an early stage in the strategy phase of product development?
Supply chain risk management
In addition to the traditional tasks of supplying goods, purchasing is increasingly taking on supply chain risk management tasks. Work with us to develop solutions for these and other requirements:
- How does a systematic analysis uncover risks that could jeopardize trouble-free operation or even the continued existence of the entire supply chain?
- Which focal points are particularly relevant for the company? For example, regarding supply bottlenecks with raw materials and primary materials, one-sided dependencies on suppliers or regional uncertainties?
- Do certain legal requirements need to be taken into account in risk management, such as those formulated in the German Supply Chain Act (LKSG)? How do companies ensure that they fulfill their due diligence obligations and that suppliers adhere to social and ethical standards?
