With an average tenure of 4.2 years, a new CPO is in the proverbial corporate ‘hot seat’ and under immense pressure to deliver immediate improvements and cost savings and to be seen as an enabler to an organisation’s growth and change agenda.
The challenges faced by a Chief Procurement Officer (CPO) at any time, can be exacting. This publication aims to capture the learnings and create aspects for a CPO to remember in navigating and guiding their first 100 days of a new job, new structure, or new transformation objective.
The basis of the first 100 days lies in understanding, managing and developing the way forward. These three key aspects are interrelated and may run in parallel and vary in the level of focus over the course of the first 100 days.
Change and transformation is not a point in time but rather a never-ending journey towards continuous improvement – so the role of CPO, the leader of the procurement or commercial function, is to define that journey through a structured, ever-evolving plan, and to guide, coach and inspire teams as they continue to add value to the business through a customer-centric approach.
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