在我们的eWorld概述中，我们说我们会告诉您关于会话的更多信息新的十年可能在商店进行采购？from Charlotte Carter, Solutions Specialist atProactis。当然，这就是西方世界开始感受目前大流行的最深切影响。但是，当我们从这场危机中出现时，我们认为我们认为坚定的观察结果：
她掌握了基于她正在努力的项目的采购线路，并借出她认为的四件事将看到一些变化：
Business partner approach– many procurement functions sit happily within another department, but must strive to get themselves better known and forge business relationships. They will do this by helping their customers achieve their goals, getting to know them, explaining their strategy to them. We have the tools to do that she says, and ultimately we will create closer relationships with Finance. The more we help others, the greater our impact within the business. When asked, very few people in the room indicated they had shared their procurement strategy with the business.
Digital and process automation– procurement has access to data and information from across the business and from all systems. They can see what impact the benefits upstream will have downstream, yet according toThe Hackett Group只有32%的高管已经实现了一个数字procurement strategy. But many tasks can be digitised with minimal change to process, she says, with the hardest to automate being spend category strategy creation, vendor selection, vendor management and master data management. Some processes really should and will be done by automation, but those better left to the human will be negotiation and strategic thinking. What’s preventing more digital adoption? Budget, lack of tools, and maybe even trying to look too far ahead.
数据- 更好地访问数据将推动更好的策略，以预测和计划并因此进行模型。数据来自许多地方，那些只会增长。虽然存在大量数据，花费，交易，采购周期，交货时间等，但尚未集成。我们需要跨越所有商业区的景色，并采购是为了做到这一点。我们需要的，并将得到可操作的数据，而不是等待它被卷入报告中。但正如我们不是所有数据分析师 - 那就是AI将进入的地方。它将向我们展示情况以及最可能的模型看起来像什么样的。这将导致更多的合规性和风险更少。在这个快速访问数据的新世界中，IP和安全性将是大问题。
合作- 在所有内部和外部关系中，合作将是关键，但特别是供应商合作，因为CSR变得越来越重要。为了更好地理解和改进我们的供应链的方法，我们将需要更好的知名度和洞察我们正在处理谁。我们将开始更多地分享想法并共同努力以实现创新。
观众的一个成员指出，其中一些已经发生 - 例如预测分析。但是，响应是，虽然可能存在，问题是，该问题并不总是可以访问它。这是需要改变的东西。
While the previous decade has been very value-driven, with good practice leading to savings, Charlotte sees the next decade’s onus being on how we realise that value. And that, she believes, will come through data, collaboration and digital processes where appropriate, leading to:
- Recognition at board level
- 强大的与财务一致
- Strong collaboration with all departments – where Procurement is a strong strategic partner
- Well managed suppliers and contracts – accountable for performance and minimal tail-end spend
- 跨源头的无缝自动化和自助流程付款
The audience was asked how many of them believe their procurement function has a voice at the top table, only two out of the whole room indicated that they have. She wasn’t surprised, saying that Procurement still operates in a siloed way in many businesses. But she feels we will see a real shift in this over the next decade.
She aspires to the McKinsey wheel of value creation:价值捕获例如，从船上供应商，以及更好的关系，识别和执行商业需求杠杆以捕获价值;value enablement通过设计和部署课堂采购模型的整体效果;value sustainment, making sure people have access to more information especially that lost in sourcing, through a structured supplier management programme and buying channels to help prevent leakage.
讨论这一点：