Post by Future Purchasing

𝗪𝗵𝗲𝗻 𝗽𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗳𝗮𝗹𝗹𝘀 𝘀𝗵𝗼𝗿𝘁, 𝘁𝗵𝗲 𝗶𝗻𝘀𝘁𝗶𝗻𝗰𝘁 𝗶𝘀 𝗼𝗳𝘁𝗲𝗻 𝘁𝗼 𝗳𝗶𝘅 𝘁𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀. → add more steps → introduce new templates → enforce compliance more strictly But this often leads to more complexity and bureaucracy, not to better outcomes, as processes tend to become either too rigid (slowing the business down) or too loose (leading to inconsistency and risk). In the fourth blog of our Procurement Operating Model series, we are explaining 𝘄𝗵𝘆 “𝗖𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝗶𝗲𝘀 & 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀” 𝗮𝗿𝗲 𝗮 𝗰𝗼𝗿𝗲 𝗱𝗶𝗺𝗲𝗻𝘀𝗶𝗼𝗻 𝗼𝗳 𝘁𝗵𝗲 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗠𝗼𝗱𝗲𝗹, not just a set of procedures. The key idea is simple, but often overlooked: 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝘀𝗵𝗼𝘂𝗹𝗱 𝗻𝗼𝘁 𝗯𝗲 𝗱𝗲𝘀𝗶𝗴𝗻𝗲𝗱 𝗶𝗻 𝗶𝘀𝗼𝗹𝗮𝘁𝗶𝗼𝗻. They should be derived from strategy and aligned with how procurement engages with the business. Because not every situation requires the same path. And not every step adds value. That means being clear on: • Where standardisation creates value and where flexibility is needed • How decision-making is distributed across procurement and stakeholders • How different types of spend or sourcing situations are handled 𝗪𝗲 𝗻𝗲𝗲𝗱 𝘁𝗼 𝘀𝘁𝗮𝗿𝘁 𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗲𝗻𝗱-𝘁𝗼-𝗲𝗻𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗮𝗿𝗰𝗵𝗶𝘁𝗲𝗰𝘁𝘂𝗿𝗲 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 “𝘁𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀”. Well-designed process architectures: → guide decisions rather than control them → reflect different business needs and contexts → make it easier—not harder—for people to do the right thing Process design is not about adding structure, but about enabling clarity and flow. Read the full article here 🔗 https://hubs.ly/Q048RmLb0