The transformation that organizations are undergoing nowadays, in order to have a supply chain that becomes a competitive advantage, makes the focus of the people in charge of its management to be centered on differentiating points that at a strategic level guarantee the expected results..
The combination of theory and practical orientation of sourcing based on knowledge of the market, best practices, industry to which the organization belongs, internal business rules and human talent are a starting point for the supply excellence function, which holistically integrates different variables to carry out an intelligent design of the supply network leveraged on continuous improvement as a differential engine of the process.
Innovation and development for successful sourcing implementations
Having an area of sourcing excellence makes the difference between remaining in the vicious cycle of daily operations or focus on successful development and implementation chain, achieving the strategic objectives set.
Thus, the professionals who are part of the area must have an innovative profile, working as a team on a daily basis with all the components of the process, identifying step by step the points of improvement based on the analysis of real data and focusing on those that, when developed, will generate great differences in the result.
Benefits of benchmarking
With respect to the outside world, the realization of benchmarking to find the best practices to be implemented in the process, as well as the best practices to be implemented in the process, as well as the best practices to be implemented in the process. appropriate technological solutionsThese are differentiating tasks in charge of the area that, with hard work of study, analysis and internal sales, will lead to effective implementations.
Of course, measuring the improvements involved will become a daily task that will allow immediate decisions to be made to make them compatible with the expected results.
The sourcing area of excellence is nowadays becoming the right-hand of the chain managers making the counterpart to the daily operation where the focus on growth and strategic development is involved in parallel in order to achieve the results required by the organization.
