ROYAL PHILIPS
development – which I think is common with other procurement organisations – but we are doing it at an even more technical level , partnering with the R & D organisation and getting involved very early in that new product innovation cycle .”
This set up allows Philips to accelerate the strategic execution and drive strategic initiatives from the Procurement perspective , whether that is supply base mobilisation , innovation , cost down and quality up activities . Projects focused on quality , productivity , resilience , or innovation can be driven with great speed in partnership with the supply base . This makes supplier performance management truly end to
“ It is key to have these smaller sets of suppliers that are more strategic as we interact with them ”
SCOTT SCHWARTZ CHIEF PROCUREMENT OFFICER & HEAD OF SUSTAINING ENGINEERING , ROYAL PHILIPS
end . It is much faster and more efficient to have the needed resources in one team . By having the internal team joining forces with strategic suppliers , Scott aims to foster a culture of collaborative disruption to drive into fast , customer-oriented outcomes .
Scott has been at Philips through a time of transformation , as it pivoted further into a health technology company , which now is one of the world ’ s largest health technology companies . It has been a long journey for a company that started in 1891 with its namesake , Frederik Philips and his son Gerard , producing electrical lighting products in an Eindhoven factory before diversifying into home appliances .
36 November 2022