Procurement transformation, a definition

16 May 2011
A jaunty steel band greeted delegates to the opening session of this year’s Institute for Supply Management (ISM) conference in Orlando. A highly relaxed start to the vast event. In a surprisingly cool and very rainy Florida – Good Lord I could only sit by the pool for an hour before kick off – highlights on afternoon one, aside from said band, included a new (for me) definition of a procurement transformation “a project that fundamentally alters the capability to improve the achievements or results” and an idea as to when a transformation may be necessary: “When the rate of change inside an organisation is less than that in the outside world, the end is in sight.” Yikes, that must apply to loads of companies, logic alone should dictate. One speaker took the line of least resistance and complained about “large consulting firms”, who could he mean? He, who runs a “small consulting firm”, claimed that the savings of consultant-led deals were in 95 per cent of cases not sustainable after three years. Would SM readers agree with that assessment? Or is it in fact too generous?
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