Proxima — See the change

Insight & opinion

 

Proxima helps Activision Blizzard create value and achieve sourcing success

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With pressure to control costs mounting, Activision Blizzard turned to Proxima in 2012 to better manage costs, supplier and partner relationships and sourcing efforts more efficiently. And in just over a year, the partnership yielded significant savings to the business.|

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Audit: above suspicion

Guy-New

The world of audit is in a state of flux. For a start, the long-standing grumbles about the Big Four (Deloitte, E&Y, KPMG and PwC) dominance in the world of corporate auditing has resulted in debates about regulatory reform domestically and in Europe. Even the Competition Commission is getting in on the act.

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Source for Consulting: Procurement consulting - a crucible of change?

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Business has changed. Has yours?

Guy-New

We recently hosted a webinar - discussing the findings of our latest research - The £10 billion profit opportunity - and their implications on business today. This post recaps the discussion and poses some thought prompters for what looks to be another turbulent 12 months ahead.

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Global myths of procurement outsourcing: Myth 5 - PO means off-shoring

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This myth is partially true - and partially a myth.  The offerings of many outsourcers are about off-shoring jobs to a low cost country, e.g. India.  However, not all providers operate this way.

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The changing nature of business (pt 9): Creating a cost-conscious culture

Proxima blog

While 88% of finance leaders believe that their focus on total cost savings has increased, according to recent research, 71% of them are continuing to see indirect costs growing and labor costs shrinking. And yet headcount reductions remain a top priority for cost reductions…

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Global myths of procurement outsourcing: Myth 3 - PO damages stakeholder relationships

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Successful procurement outsourcing hinges on a provider’'s ability to successfully engage with stakeholders.  You can have the world'’s best sourcing engine, but it'’s nothing if it doesn’t engage well with the business, and deliver what the business needs.

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Cost management: lessons from the Sales department

Guy-New

Having spent some time at ProcureCon, it is good to be reminded that many organizations have got over the initial challenge of getting good spend data. Quite a number of CPOs referred to having got to grips with this early in their tenure. However, I think that this is only the start of the journey - not the destination.

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Global myths of procurement outsourcing: Myth 1 - ROI comes from cost reductions

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Following on from my introductory post in the Global myths of procurement outsourcing series, this post dives into the first myth - that ROI from procurement outsourcing comes from reducing the cost of running the function.

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Global myths of procurement outsourcing: New series introduction

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In this post (part 1 of our latest series), I would like to offer a simple definition of ‘'procurement outsourcing'’ and set the scene for why Finance, and other business leaders, should be placing a greater emphasis on managing their cost base.

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The changing nature of business (pt 3): Who’s really responsible for cost management?

Proxima blog

If you talk to a CFO about '‘costs'’, you'’ll be listened to.  It'’s clearly the CFO’s area of responsibility.  Yet if you talk about '‘procurement'’ to a CFO, in most cases you will get very little air time.  And yet, they'’re the same thing.  How has this situation come about?

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Understanding strategic vs tactical procurement outsourcing

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Research undertaken by Proxima & NelsonHall found that many procurement outsourcing engagements, when led by the CPO, are tactical in nature (single categories, short term, department focussed). Conversely, outsourcing engagements are far more strategic (longer term, business focussed) when the CFO or even CEO are involved.

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Research excerpt: Perceived benefits of procurement outsourcing

Guy-New

In this excerpt from our Enhancing and Redefining the Role of Indirect Procurement series, we look at the benefits of procurement outsourcing (PO) in the minds of CFOs and CPOs and how both communities perceive PO as a strategy to support the wider business.

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Driving commerciality through customer satisfaction at Daily Mail

DMGT

Nick Jenkinson [NJ], Head of Procurement at A&N Media (the B2C division of Daily Mail and General Trust) discusses procurement's changing proposition from process hungry ‘road-blockers’ to customer focused ‘Commercial Enablers’.

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Driving Fujitsu’s growth agenda: aligning business supply with business development

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Andrew Croston (AC), Chief Procurement Officer (UK and Ireland) at Fujitsu discusses how building business-wide communication, collaboration and relationship strategies into the functions overall operations, procurement has been able to act as a true partner to finance, operations and business development teams – embedding itself into the very core of the business.

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Overcoming M&A challenges through centralisation

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Deloitte have published a high-level report, on what North America’'s top finance executives are thinking. This post takes a look at how CFOs can potentially overcome some of the growing challenges associated with new M&A activity during a sluggish economy.

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How your business can apply more intelligence to the budgeting process

Guy-New

Over recent months there have been several articles written on the topic of Finance and Procurement coming together for the greater good. Following on from this theme, this post looks at what value Procurement can bring to the overall budgeting process.

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Predictions for procurement in 2022

Procurement predictions

Part of our job as a service provider is to think about the future of procurement, so that we build solutions to problems organisations don'’t know they have yet.  I want to share with you one major change we predict will occur over the next 10 years.

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Procurement outsourcing - powering business improvement

Guy-New

The rebranding process we have recently gone through has given us amazing insight into the relationships we enjoy with our clients, and I'm very thankful for everyone's support and well wishes during the change. It has also enabled us to reflect on what our clients and the wider business community want and need from a procurement outsourcing partner.

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Why businesses struggle with indirect procurement

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This whitepaper, the second in a series of three, examines why many businesses fail to drive maximum benefits and efficiencies out of their indirect expenditure.

Proxima, in conjunction with NelsonHall, ran a research study (involving 120 FTSE 100 CFOs and CPOs from UK, Europe and North America) to investigate the perceptions, attitudes and desired outcomes of Indirect Procurement to catalyse a common sense that procurement could and should play a greater role in most businesses.

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Outsourcing procurement at Universal Music brings commercial flair

Guy-New

Universal Music and Proxima teamed up at ProcureCon to present the rationale for outsourcing procurement and what the experience was like from Universal Music's perspective.

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Redefining procurement series: Procurement outsourcing (part 5) – inhibitors and benefits

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As we approach the end of another year, so too we approach the end of our Redefining Procurement Series. In this post, our final post for 2011, we will look at the potential inhibitors and ultimate benefits of looking externally for procurement support.

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10 reasons why gain share fee models should be avoided

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Gain share fee models (otherwise known as contingency fee models, or 'no-win no-fee') initially appear attractive to organizations when seeking to engage with a procurement services provider (PSP).  However, they are frequently the road to ruin.  A closer inspection of such fee models shows why.

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Redefining procurement series: Procurement outsourcing (part 4) – the marketplace

Conventional-Procurement

My previous post, in the Redefining Procurement Series, took a comparative look at the options available to business leaders for managing indirect expenditure more effectively - with outsourcing coming out as a very viable option. Today's post will quickly review the global procurement outsourcing marketplace.

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Redefining procurement series: Procurement outsourcing (part 3) – your options

Conventional-Procurement

Last week's post, in the Redefining Procurement Series, discussed why you should even consider outsourcing procurement. The post finished with the challenge most procurement teams face when looking to drive maximum efficiencies and value out of indirect expenditure. This post will take a comparative look at the options available for managing indirects effectively.

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Redefining procurement series: Procurement outsourcing (part 2) – why outsource procurement?

Conventional-Procurement

Our previous post in the Redefining Procurement Series offered a brief overview of successful Procurement Outsourcing and how it differs from the traditional BPO we have grown to know. This post looks at the fundamental question of why outsource procurement at all?

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Purchasing and Supply Magazine: Redefining procurement (Part 1 of 3)

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Outsource Magazine: Optimal procurement outsourcing

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Procurement outsourcing, which has been predicted for many years to take off, is finally moving into the mainstream. More and more large organisations are waking up to the fact that significant improvements to the bottom line are possible through improved management of non-core or indirect expenditure (otherwise known as GNFR in the retail sector). As top-line growth is hard to come by in the current economic climate, the opportunity is simply too good to ignore. Read the top ten tips to consider when embarking on your procurement BPO journey.

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European Business Review: Outsourcing, debunking the myths and unveiling the realities

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Proxima explains that there are firmly entrenched misconceptions that surround outsourcing, and they are holding many companies back from maximising the potential benefits from this fundamentally important tool.

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5 Reasons why consortia buying is a poor solution for indirects

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I thought I would briefly share some thoughts around limitations and pitfalls of consortia buying for Indirect (i.e. Non-Core / GNFR) Categories.

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Redefining procurement series: Procurement outsourcing (part 1) - overview

Conventional-Procurement

My most recent post in the Redefining Procurement Series talked about how outsourcing has risen to be a key element in how businesses operate today. I will now discuss one specific type of outsourcing - Procurement outsourcing, (also known as Procurement BPO).

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Procurement research excerpt: Current management of indirect spend

Guy-New

Following our latest Enhancing and Redefining the Role of Indirect Procurement research study, I will be commenting on various snippets taken directly from the research.

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Translating the benefits of procurement for internal stakeholders at BP (part 2)

bplogo

The first part of our interview with Andrew Collopy [AC], Global Procurement Director, Downstream at BP concluded with a discussion around communicating the benefits of procurement internally and reducing stakeholder scepticism. Part two continues the internal validation conversation plus looks at how procurement can breakaway from it's typecast as a tactical buyer.

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Redefining procurement series: Outsourcing

Conventional-Procurement

We are quickly approaching the end of our Redefining Procurement Series, with the final chapter focussing on Procurement Outsourcing. Today's post aims to set the scene for the subsequent posts in the final chapter.

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Spend Matters: Procurement outsourcing (4 part series)

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Spend Matters: Outsourcing’s role in procurement’s journey towards the heart of business

Spendmatters300

Proxima give a high level glimpse into the journey procurement is embarking on in today's business - and the role outsourcing will play.

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Turning the traditional BPO model on its head

Guy-New

A lesson in customer experience and the rise of near-shoring.

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Redefining procurement series: Strategic planning (part 2)

Conventional-Procurement

 

Part one discussed the importance of strategic planning and some tools that can be used in developing your strategic plan. We now look a little deeper under the surface and dig into the actual make-up of your procurement operation.

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Redefining procurement series: Strategic planning (part 1)

Conventional-Procurement

Over the past few months, I have used the catch-phrase '‘strategic business partner' repeatedly -– looking at developing the capabilities within the procurement operation around leadership, stakeholder engagement, communication and talent management.

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Balancing cost reduction with future demand at Siemens

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Dietmar Harteveld [DH], Director of Indirect Material for North West Europe at Siemens discusses how functional calibration and deep stakeholder engagement can help drive savings today and help understand where tomorrow’s value is really coming from.

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Redefining procurement series: Bottom line impact

Conventional-Procurement

If I can, for a moment, direct your attention back to one of my previous posts around reducing stakeholder scepticism. The post talks generally about how to better engage with your stakeholder, gaining their buy-in, enabling you to increase your influence over their budgetary decisions. This is the first step towards being seen as a strategic partner of the business.

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Redefining procurement series: Talent management (part 2)

Conventional-Procurement

My last post in the Redefining Procurement Series closed with the question "“who is this business partner and where do they come from -– someone inside the business or external to the organisation? From a procurement background or not?"”. This is actually part of a much wider question of - how are organisations, post economic crisis, structuring their procurement operation?

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Leveraging an innovative purchasing operation at LaFarge

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Paul Harridine [PH] VP Purchasing for Europe at LaFarge discusses how an innovative Purchasing operation can deliver value, more than just savings, back to the end customers of the business.

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The strategic development of procurement: A view from Grant Thornton

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Oliver Colling [OC], Head of Financial Management and Effectiveness at Grant Thornton discusses Procurement's journey, following the footsteps of Finance and HR, towards strategic business importance.

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Why GNFR (indirects) needs a different approach within retail

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Picking up where the UK Retail Series left off last, I asked - given the enormous opportunity that can be had through better management of GNFR within the retail environment, why aren’t GNFR improvement initiatives on every retail Board member’s agenda?

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Redefining procurement series: Stakeholder communication (part 1)

Conventional-Procurement

My last post in the Redefining Procurement Series finished by stating that the key to being a great leader is understanding your stakeholders needs and drivers and adapting your approach and metrics to their unique needs. With this established, we now need to understand how procurement can (and should) engage with the various departmental stakeholders and forge close working relations.

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Getting back to procurement basics at William Hill

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Karen White [KW], Group Procurement Manager at William Hill talks about the need for procurement to get the fundamental basics right and communicate the business benefits better.

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Redefining procurement series: Relationships and building trust

Conventional-Procurement

Up to now, our Redefining Procurement Series has looked at procurement'’s trajectory towards a leadership role within an organisation and touched on the who, what, when and why. Now we will look at the how - how can procurement be seen as a leader, an influencer, an advisor and a trusted/respected strategic business partner?

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Translating the benefits of procurement for internal stakeholders at BP (part 1)

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Andrew Collopy [AC], Global Procurement Director, Downstream at BP reflects back on the challenges associated with validating procurement's benefits to internal stakeholders.

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Achieving higher ROI with fewer people at AXA insurance

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Stephen Wills [SW], Director of Group Procurement at AXA Insurance discusses how strategic business partnering allowed AXA to achieve more savings as a ROI year-on-year, while reducing absolute head count.

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