2016 regional map

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Deloitte global chief procurement officer survey 2016

Procurement: at a digital tipping point?

The Deloitte global chief procurement officer survey 2016 provides insights from senior procurement leaders from around the world on key issues faced by the procurement function. The fifth edition of the report, conducted in association with Odgers Berndtson, provides unprecedented insights into chief procurement officer (CPO) sentiment, drawing on our largest sample yet: 324 CPOs from 33 countries around the world.

In the report you will find:

  • Procurement: What has changed in the past five years? The global chief procurement officer survey 2016 advances the conversation on key procurement issues and priorities, such as business engagement, talent, market dynamics and technology, and how these have evolved over recent years.
  • CPOs look ahead: What are the key challenges? As CPOs today face new challenges, we explore the shifting role of the function. Expectations for increased cost control are on the rise, while teams in the Americas are increasingly focused on employee retention, rather than new hiring. All the while, perceptions of procurement-related risk are increasing. In short, procurement is being asked to do more with less.
  • Is the procurement function at a digital tipping point (Procurement 3.0)? Emerging trends, such as artificial intelligence and cognitive analytics, have the potential to revolutionize the function.
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Regional trends

View regional trends, and assess how your organization compares to procurement functions across the globe

Summary of EMEA responses

Market outlook

  • Financial prospects are significantly better and more stable than across the rest of the world.
  • Uncertainty levels have gone up, but to a lesser extent than across APAC and the Americas.

Risk

  • Although a net balance of 38 per cent CPOs reported an increase in procurement related risk, this was markedly less than their Americas and APAC counterparts at 55 and 51 per cent respectively.

Technology

  • EMEA CPOs are investing more in social media over the next 12 months, with 23 per cent looking to invest compared to 8 per cent elsewhere globally.

Talent

  • The talent gap has widened, with the number of CPOs reporting their team does not have sufficient skills to deliver their strategy rising from 50 to 63 per cent.
  • This does not appear to have stimulated any significant moves to prioritise training, or to ramp up efforts to attract new or retain existing talent.

Summary of Americas responses

Market outlook

  • Optimism has declined over the last year, with 28 percent of CPOs reporting worse financial prospects for their organizations than 12 months ago, compared to 23 percent of CPOs globally.
  • Americas CPOs reported an increase in financial and economic uncertainty, with 63 percent reporting an increase compared to last year, which is nine percentage points greater than the global average
  • CPOs are more likely to have leveraged softening commodity prices over the last 12 months, which may be a key driver in strong savings delivery, with six in 10 exceeding their savings target.

Risk

  • 40 percent of Americas CPOs report an increase in procurement-related risk over the past year, slightly fewer than the global rate of 42 percent; however, 18 percent of Americas CPOs believe the increase in risk is significant, vs. only 12 percent of CPOs globally

Technology

  • Americas CPOs are more likely to invest in innovative technology, including self-service portals (73 percent vs. 70 percent globally), mobile technologies (53 percent vs. 42 percent globally), and cloud based computing (48 percent vs. 44 percent globally)
  • The exception to this rule is social media, which 6 percent of Americas CPOs expect to invest in vs. 16 percent globally
  • Americas CPOs are also more aggressively investing in spend analysis technology than their global counterparts, with 49 percent planning to invest vs. 38 percent globally
  • CPOs are more likely to place a focus on cost when selecting new technologies, placing this as the number one priority over ease of user adoption, integration and performance; their global counterparts ranked cost as second priority after integration into the current landscape

Talent

  • The procurement talent gap, which has persisted for several years and has widened globally, has begun to narrow in the Americas, with 39 percent of CPOs claiming that their team has the necessary skills this year vs. 36 percent last year
  • In accordance with their relatively higher confidence in the skills of their teams, Americas CPOs report that retaining talent the key priority, in contrast to the focus on training in APAC and attracting talent in EMEA
  • Outsourcing remains as an established tactic for Americas CPOs, with 19 percent planning to increase the level of outsourcing of procurement functions over the next year vs. 16 percent globally

Summary of Asia Pacific responses

Market outlook

  • CPOs financial prospects were relatively unchanged compared to last year.
  • APAC CPOs have performed very strongly over the last 12 months, with the number exceeding their savings target up from just two out of 10 in 2014, to over half this year.
  • APAC CPOs reported a significant increase in levels of uncertainty over the last 12 months, with 64 per cent reporting that this has increased.

Risk

  • 89 per cent of APAC CPOs feel their procurement function is kept well informed of changing business objectives, compared to 75 per cent elsewhere.
  • APAC CPOs are less likely to rate themselves as an effective strategic business partner than their global counterparts.

Technology

  • APAC CPOs are lagging slightly behind their global counterparts with digital strategies, only three in 10 reported that they have a digital strategy in place vs. four in 10 globally.
  • APAC CPOs reported an increase focus on investing in all types of innovative technologies, including cloud and mobile technologies, as well as self-service portals and social media.

Talent

  • In 2014, 81 per cent of CPOs reported that their team did not have the skills they needed, this figure has fallen dramatically to just 65 per cent this year.
  • Over the past two years the number of CPOs indicating that attracting and retaining talent as well as training are key priorities has gone up dramatically.
  • Outsourcing activity has increased much more significantly in APAC than across the rest of the world.

Procurement function

Key survey findings:

  • 324 respondents, 33 countries, $4.4 trillion of combined revenues
  • Savings delivery has been driven by softness in commodity markets, one bright spot in an otherwise uncertain market
  • Talent remains a challenge, with 62 percent of respondents saying teams not capable of delivering the CPO’s strategy, which is an increase of five percent over last year—however, this talent gap has begun to narrow in the Americas
  • Outsourcing remains crucial to procurement activities, but now aligned to wider global business services (GBS) strategies and focused on operational transactional activity (outsourcing of more strategic activities has plateaued)
  • A majority of CPOs indicate that they lack a clearly defined technology implementation strategy, however, they recognize the need to invest in innovative technology, and they are investing at higher rates than ever before (particularly in the Americas)
  • New opportunities in cognitive analytics and robotics could be potential game-changers for the procurement function
  • Cost reduction is the top priority for CPOs as they look to sustain business growth in a slowing market
  • CPOs have been able to drive stronger relationships and understanding with the CEO and CFO
  • Increased levels of supplier collaboration while continuing to focus on consolidation and relationship restructuring
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