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CPO Study 2015

ProcureCon's most senior level report, the 2015 CPO study contains insights and case studies from leaders in the procurement community, covering leading topics which include:

  • Deepening relationships with internal stakeholders
  • Applying the latest in technology
  • Identifying the next generation of procurement talent
  • The latest sources of disruption around the role

Helming a movement away from a traditional back office role, the CPO is rapidly becoming a trusted and integral member of the C-Suite within forward thinking businesses. Procurement, having proven the ability to create savings, is now looking to go further towards unlocking value. This includes looking at categories of indirect spend that may not have been scrutinized before, working more closely with other business leaders, as well as participating in discussions related to the general direction of the business.

Click to download the research report based on the opinions and case studies of CPOs who participated in an invite-only roundtable held at ProcureCon Indirect West 2015 in Phoenix, Arizona. 

CPO Study 2015.pdf

Success Story

Our former solution provider was not independent; they were a supplier of parts. It's not the best thing to have a supplier be your MRO outsourcing provider. With SDI, we have a truly independent sourcing agent looking after our best interests.

SDI at Work

In the third post in this series on MRO As-a-Service by Spend Matters, Pierre Mitchell and Michael Lamoureux talk about how managing MRO as a process delivers benefits from efficiency to effectiveness and beyond to an evolutionary phase. The next generation of value, MRO-as-a-Service, helps organizations build intelligent, agile, scalable and integrated supply chains (direct and indirect).

The project team has worked its way through Define, Measure, Analyze, and Improve. It’s time to begin the Control phase. The key stakeholders gather to evaluate the solution as implemented and create a plan to sustain the improvements. The goal is to standardize the improved processes, establish an audit schedule and schedule periodic follow-up to identify additional opportunities for improvement.