Chief Procurement Officer – The first 100 days

Chief Procurement Officer – The first 100 days

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.

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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.

The journey begins with these three key aspects

  • Understand the business culture and context, the scope and requirements of the role, and the needs and wants of stakeholders across the business. Understand how change is implemented and sustained.
  • Manage the business expectations and continually refine key messages. This will involve balancing the commercial, business and experience requirements with the needs of customers and internal stakeholders.
  • Develop a compelling vision and robust plan that builds support across the organisation in line with overarching strategy. This includes, assessing the team’s capability and defining measures of success required to implement the transformational change agenda.

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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KPMG helps organisations drive continuous improvement methodologies to achieve the maximum value potential of their business operations.

© 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

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