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Optimizing Procurement: Investing in Talent and Technology

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Optimizing Procurement: Investing in Talent and Technology Optimizing Procurement: Investing in talent and technology Key findings from KPMG’s FY15 Procurement Advisory Pulse Survey The shortage of talented procurement giving team members a wider, suppliers, working with other parts professionals is expected to continue more strategic outlook on the of the business. to worsen over the next 2 years. business. This in turn should place Competition for scarce procurement Some of the skills in particularly short Procurement alongside the likes of experts is particularly intense in supply are legal, relationship brokering, Finance, Operations and Sales & fast-growing markets such as India. technical and market intelligence, Marketing as an essential route to Consequently the best people will as organizations strive to cope with the c-suite.” inevitably be attracted by offers of higher increasingly complex global supply As a true partner to the Board, salaries and faster progression, putting chains, where commodities and Procurement should operate across even greater pressure on companies components are purchased from all functions and incorporate a range to build exciting Procurement careers. over the world. of disciplines, with a wider vision However, worryingly, the survey shows Paul Jones, Director, Management over the entire supply chain. This that organizations’ capabilities to attract, Consulting, KPMG in the UK, feels would enable its leaders to drive the develop and retain talent are considered that the development of younger agenda for key tasks such as category to be “below average,” indicating procurement talent has been too management and managing strategic considerable room for improvement. often neglected – as has the need to “manage out” poor performers: Procurement skills shortages “Investment in processes has not been matched with parallel 2.86 3.31 3.65 investment in people. The current shortages will only get worse, so we need to focus on 2 years Now In talent management, and view ago 2 years procurement as an essential competence for all senior managers. By raising the profile of the function, companies can attract bright people from other parts of the business, either Not an issue/low priority Critical issue/high priority permanently or on job rotation, 1 5 Source: KPMG Pulse – Optimizing Procurement: Investing in talent and technology, 2015 © 2015 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Can technology KPMG’s Paul Jones believes that technology alone will not be enough: “Businesses need people that understand close the skills gap? technology and processes and possess strong technical procurement skills such as supplier relationship management, The survey respondents feel that investing in technology and business partnering and category management. These automation is the most important means to address skills kinds of competencies can be developed through more and talent shortages, followed by optimizing processes and structured, blended learning and knowledge sharing across increasing use of shared services. These three elements the organization.” can be complementary, with process standardization and automation enabling a smaller, core procurement team that However, “developing more interesting procurement career would be freed up to spend more time on strategic activities. paths” is ranked as the least important means to address skill shortages, implying that many organizations are not The findings also suggest that many Procurement functions sufficiently committed to career development. lack in-depth capabilities to make the most of technology. When asked about the level of technological skills in areas such as invoicing, purchase-to-pay, sourcing, supplier collaboration, spend analytics, and contract management, respondents rate organizations as “average-to-weak”; an issue that concerns S.V. Sukumar, Head of Manufacturing Sector for KPMG in India: “Procurement now has a global remit, and volatile commodity prices and fluctuating supply and demand affect both the price and availability of critical Investing in technology and components and materials. Relatively few procurement automation is considered professionals have the experience to manage such unpredictability – or the advanced tools to help them the most important means predict and hedge against price movements and other changes. It’s not surprising that respondents feel that to address procurement skills market intelligence will be one of the most important and talent shortages. skills for tomorrow’s procurement professionals. They need to know what data is available, where to access it, and, critically, how to use it.” How to address procurement talent and skills shortages Investing automation and technology 3.24 Optimizing procurement processes to minimize labor requirements 3.04 Increasing use of procurement shared services 2.96 Focusing on retention of most critical/ valuable procurement professionals 2.89 Improving procurement professional training capabilities 2.82 Increasing compensation for procurement professionals 2.70 Focusing on more holistic procurement talent management 2.64 Increasing use of procurement outsourcing 2.63 Developing more compelling procurement career paths 2.60 1 Rarely/never 5 Very often/always Source: KPMG Pulse – Optimizing Procurement: Investing in talent and technology, 2015 © 2015 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. In-house versus Biggest technology challenges and barriers third party skills Deploying and leveraging procurement data and Respondents see the number one analytics applications to harness "big data" 3.64 technology challenge as the deployment Integrating disparate procurement of analytics to harness big data. Such IT applications and systems 3.50 skills are especially in demand, and KPMG’s S.V. Sukumar believes that Integrating procurement IT applications and businesses may not be able to build systems across business units 3.43 sufficient resources internally: “Even Deploying and leveraging technologies if you do manage to train your own supporting master data management 3.42 people in this area, they are likely to be Integrating procurement IT applications and quickly snapped up by competitors. In systems across geographies 3.40 addition, most procurement teams are limited in scale, which opens the door to Consolidating and standardizing existing enterprise dedicated, independent advisory firms resource planning (ERP) software systems 3.39 that can specialize in specific sectors.” Deploying, leveraging and managing the usage of cloud procurement applications and tools Lack of integration of disparate 3.20 procurement systems and applications Deploying and leveraging procurement is rated as a highly significant obstacle, mobile apps and collaboration tools 3.13 along with master data management. Many organizations also struggle to achieve widespread adoption of 1 Minor challenge/barrier5 Major challenge/barrier technologies, often due to cultural resistance. By linking performance Source: KPMG Pulse – Optimizing Procurement: Investing in talent and technology, 2015 management with behavioral change, it should be possible to leverage procurement, the most popular contributes to the bottom line, and help technology more effectively. response was financial analysis and to enhance the function’s reputation, When asked where technology optimization. These two activities which in turn could open the door for could have the biggest impact upon can demonstrate how procurement investment in enabling technologies. Case study: rising influence, aided by technology The client, an oil and gas company, wanted to improve the new technology effectively and get the most out of its the way it purchased materials and services, and in doing undoubted power. so, serve customers better and help the business grow. As a result, the Procurement process is fully automated, In addition to lacking influence, the Procurement function and operated by a single, global team, with a common lacked some key technical and technology skills, which culture, and the flexibility to adapt to local market needs. The restricted its ability to adopt new ways of working. group managed to achieve cost savings 20 percent above forecast. The enhanced standing of the Procurement team KPMG’s approach enables it to become more involved in strategic decisions, which should ultimately bring down costs further and build The member firm helped create a centralized, global supply stronger supplier and customer relationships. chain operation, with standardized processes for procuring goods and services. Various procurement and sourcing software tools were introduced, to help minimize manual Lessons learned work, provide more control over spending, reduce stock • Technology may not enhance procurement without levels, and better manage supplier contracts. effective processes in place, and staff skilled in utilizing By assessing what skills were needed for this new the software organization, gaps were identified & recruitment, training • Companies need a detailed understanding of the skills and developments programs were recommended. required of their teams. A ‘technical competency’ was introduced framework that matched specific skills to jobs, so that people could use © 2015 KPMG International
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