Optimizing Purchasing Function in Industrial Companies

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[...] Several dynamics of change can thus be distinguished.15 : - A function increasingly strategic due to its participation in the release of a competitive advantage; - A greater integration within the company's decision-making processes : the risk in fact concerns the isolation of the purchasing function, on a post-Thirty Glorious model: « the syndrome of the 'ivory tower', or the 'withdrawal into oneself', is certainly the most significant of a purchasing function that, in order to better embody its intransigence in its balancing function (margin savior), will gradually move away from internal collaborations that allow it to really act on the value of the offer16 ; - A logic of extension and repercussions of the company's R&D policy through innovative purchases17 : the purchasing function imposes itself as the operational modality of the company's strategy in the matter of innovation; - Integration and extension of the company's CSR policy: the links with partners and suppliers in fact include the objectives of the company's CSR policy, depending on its degree of ambition and/or the integration of increasing regulation. Taking into account these factors of evolution, the purchasing function occupies a more and more central and strategic place within the company. c. [...]

[...] The Purchasing Function of Tomorrow: Prospective Analysis by the PM Method, Management & Future, issue n° 70, pp. 153-170. Zéroual T., Blanquart C. & Carbone V. (2011). Supply Chain Management: Scope and Limits. The Contribution of Network Theories. The Research Papers of the ESCE. Table of Contents Introduction 3 First Part: Literature Review 8 I. The purchasing function within the supply chain, a significantly enhanced strategic contribution over the past few years 8 1. Reduce costs (financial axis): the historical heart of the purchasing function 8 2. Ensure continuity and quality of supply (commercial axis) 13 a. [...]

[...] The SI and ERP optimize resources. Time and human cost savings as well. 5.3. In an increasingly structured organizational environment by the computer system and data management applications, what share is occupied by human strategy and interpretation? It all depends on whether we reason in terms of hourly volume, investment costs, or added value. In terms of added value, it's too high. In terms of hourly volume, it's low. In terms of investment costs, it's also high, we have to pay for talent. [...]

[...] We have adopted a proactive approach, particularly by using data management tools to optimize purchases and by establishing partnerships with local and international suppliers who share our commitment to sustainable practices. 4. Tool and Methodology for Adapting the Purchasing Function 4.1. Can the purchasing function in an industrial structure be steered to adapt it? Are we instead constrained by very heavy processes linked to the industrial nature of the activity? The purchasing function can be adapted through the use of digital tools and agile management. Despite industrial constraints, it is possible to optimize processes through continuous training of teams and the integration of new technologies to facilitate decision-making. [...]

[...] How has the purchasing function evolved in terms of strategic contribution to the company's performance over the past few years? I don't understand the question. - How have the links between the purchasing function and strategic objectives evolved? At the scale of other functions, the purchasing function is relatively young. Sourcing has become an important element of competitiveness. So the purchasing function has followed this dynamic. 2.3. How do external constraints (regulatory, economic, energy-related) contribute to evolving the purchasing function? [...]