PROCUREMENT STRATEGY there is an agenda which I didn’ t have to push, because people in my team recognise this is something we need to do. We have an enterprise commitment towards our responsible business growth goals.
What I found interesting is that when you start tracking, reporting and making it visible, when one business unit is doing better than another, it’ s a powerful dynamic, because every business wants to outperform the others. By doing that, you not only elevate what is possible, you also provide support and say, here is how I can help, and that’ s where our teams lean in and bring in either suppliers or internal resources to elevate the agenda and correct the course if required.
Tracking and reporting, as well as bringing the business into the conversation early, are key. We don’ t want to make it about shame or fame; it’ s about driving visibility. That was a challenge five years ago, but today people know we’ re committed at the enterprise level, and the board is tracking it, so everybody is bought in. procurementmag. com 97