Positioning procurement to better support the delivery of the wider businesses ambition
Embedding a procurement mindset that was ambitious and empowered beyond what was previously possible or within their remit.
Change is a constant with patents cliffs, new buyers in the market, complex regulations and technology advancements. Within this complex and volatile environment, savings have to happen alongside the drive for innovation and investment for clinical programme development.
Procurement has a unique 360° view of the organisation with potential for global influence around suppliers. It is perfectly placed to bring about significant competitive advantage in the industry. With clarity on both the business’ buying power and the supplier market and innovation therein, they are well equipped to advise and negotiate.
This global pharmaceutical organisation had a legacy of transactional procurement expertise and a good reputation for supplier contracting and resolving issues. In spite of this, senior procurement leaders didn’t have enough influence with other functions in their country or further afield, to add their full value through market insights.
The procurement function was constrained in their thinking and struggling to widen their focus beyond their own internal processes and improvements. The key challenge was to transform this mindset so they saw themselves primarily as ‘business leaders’ with a procurement expertise. Free to make bold decisions, influence the wider business and be leaders of change in a multicultural and complex business environment.
The Chief Procurement Heads were a critical player in the design structure; being the backbone of the regional organisation and managing 80% of the human resources.
The success of the programme was hinged on project based learning. Using real-time projects to develop and sustain a new mindset and skill-set. This incorporated:
There were three key areas of development:
Achieve Breakthrough’s approach included:
The net result was a significantly increased potential for procurement in terms of bottom line, partnering and influence at a senior level, and opportunities through innovation. Key metrics included:
"The Achieve Breakthrough programme unleashed the individual leadership potentials of my country procurement heads through thinking and acting in a different way. This will impact the way of collaboration with our Business Partners in terms of effectiveness and efficiency. This program should be a must for all Procurement leaders" Regional Procurement Head, Western Europe