2014년 gep트랜드 레포트에서 밝힌 2014년 procurement 전망입니다.

Trend 1 – From Cost Focus to Value Focus

The past few years have seen enterprise procurement teams playing a critical
role in achieving cost savings targets for market-leading organizations
worldwide. As global trade expands and business conditions improve,
procurement organizations — while continuing to focus on the bottom line —
will increasingly see themselves evaluated as “value centers”, accountable to
the shareholders to deliver specific and measurable ROI targets.
Leading procurement organizations will meet this challenge by changing the
way they operate. Suppliers will no longer be seen as “the opposing party”,
who need to be cajoled or threatened to deliver cost savings. The procurement
function will increasingly actively collaborate with strategic suppliers to drive
innovation, new product development and improve overall supply service
levels. Hard-ball tactics will increasingly be displaced by fact-based
negotiations; short-term discounts will be replaced by long-term partnerships
and “value addition”.
Similarly, focus will shift from “identified improvement” to “profit and loss
statement impact”. In other words, implementation and realization of benefits
will be key.
From a delivery perspective, top procurement organizations will identify areas
within their function that can be outsourced to an external partner.
Procurement transactions are already being outsourced by high-performance
procurement operations, but 2014 will increasingly see the next level of
outsourcing. Companies will identify non-core categories whose category
management activities can be outsourced to an expert third party, enabling
the internal procurement resources to focus their time and energy on more
strategic activities and category management closer to core.

Trend 2 – From Complications to Managed Complexity

As trade picks up in 2014, the globalization of supply chains is expected to
continue with renewed vigor. And as supply chains become more complex, so
will the demands on the procurement team.
Indeed, enterprise procurement teams will be called to manage complexity in
many forms and flavors. For instance, products and product requirements are
becoming more complex, so companies need to create diverse sets of options,
packaging designs and logistical arrangements. Customers increasingly want
customized solutions and have specific logistics delivery requirements. This
means that companies need to have more facilities in more countries, with
more suppliers, greater diversity in product and packaging, more e-commerce
and other market channels, and more part numbers.
On the sales side, increases in local delivery requirements are driving
complexity in distribution logistics. Layer on top of this increasing urbanization,
economic volatility in the growth markets, political disturbances (India, China,
and the Middle East) and you have a powerful and varied set of potential
headaches.
Procurement leaders will move to identify ways to reduce the supply chain
complexity and manage their costs accordingly. They will partner and
collaborate closer with sales, manufacturing, new product development and
suppliers to achieve this. Sources of complexity and the corresponding value
impact will be measured and tracked to identify corrective action.

Trend 3 – From Unknown Unknowns to Strategic Risk Management

Game of Thrones has made famous the foreboding phrase, “Winter is
Coming.” This sentiment is likely appropriate for 2014.
Weather-related incidents, natural disasters and man-made catastrophes are
on the rise. The epic typhoon in the Philippines, off-schedule flooding in India
and “polar vortexes” in the US are all examples of just how costly and
disruptive extreme weather can be.
If weather is becoming more volatile, so is the global political environment.

Supply chains passing through the Middle East, Ukraine and Thailand are

being impacted by social and political unrest in these regions. In 2014, India is
undertaking national elections and is widely expected to replace the
incumbent government with a possible coalition party of regional players – this
means high uncertainty, especially with respect to the local business and
regulatory environment.
Business scandals — involving everything from clinical research to corrupt sales
practice — are igniting new waves of government regulation, thereby
increasing the pressure on procurement to manage third-party activities with
high transparency and ample audit trails.
But with risk comes opportunity. For example, the Single Euro Payments Area
(SEPA) is expected to take effect in February 2014, standardizing payment and
collection codes across the euro zone, which will make it easier and cheaper to
pay suppliers.
In summary, “supply risk management” will be a hot button issue for
procurement in 2014. Risk models will need to be upgraded to identify critical
areas in the supply base and logistics points. Data feeds need to plug into
these models on a real-time basis and procurement will need to develop short-
and long-term mitigation strategies to address these risks.