Proxima helps Activision Blizzard create value and achieve sourcing success
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.|
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.
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.
The changing nature of business (pt 9): Creating a cost-conscious culture
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
Global myths of procurement outsourcing: Myth 3 - PO damages stakeholder relationships
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 doesnt engage well with the business, and deliver what the business needs.
Cost management: lessons from the Sales department
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.
Global myths of procurement outsourcing: New series introduction
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.
The changing nature of business (pt 3): Who’s really responsible for cost management?
If you talk to a CFO about 'costs', you'll be listened to. It's clearly the CFOs 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?
Understanding strategic vs tactical procurement outsourcing
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.
Driving commerciality through customer satisfaction at Daily Mail
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’.
Driving Fujitsu’s growth agenda: aligning business supply with business development
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.
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.
How your business can apply more intelligence to the budgeting process
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.
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.
Procurement outsourcing - powering business improvement
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.
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.
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.
10 reasons why gain share fee models should be avoided
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.
Redefining procurement series: Procurement outsourcing (part 4) – the marketplace
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.
Redefining procurement series: Procurement outsourcing (part 3) – your options
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.
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?
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.
European Business Review: Outsourcing, debunking the myths and unveiling the realities
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.
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).
Translating the benefits of procurement for internal stakeholders at BP (part 2)
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.
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.
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.
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.
Balancing cost reduction with future demand at Siemens
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.
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.
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?
Redefining procurement series: Stakeholder communication (part 1)
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.
Redefining procurement series: Relationships and building trust
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?
Achieving higher ROI with fewer people at AXA insurance
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.