1st Post-Covid Face-to-Face Meeting for Global CPOs
In Paris on Aug. 31st & Sep. 1st
Part of the EIPM 30th Anniversary, the 2021 EIPM CPOs Roundtable is dedicated to the theme “Re-imagining procurement”. While we’re still navigating the rapids, we need to take the longview and plan the investments that will make a difference for the future. During this roundtable we will address the following themes:
Developing a strategic vision that engages people and leverages technology to deliver value.
Delivering innovative services to stakeholders and clients.
Acting as an ROI catalyst for the business.
Developing a real-time view of suppliers and external risk to better anticipate and mitigate them.
Unfolding sustainability and carbon footprint reduction ambitions across the whole supplier network.
Digitalising the source to pay process for performance.
Day 1: 31st August 2021 afternoon
During the first afternoon of the Roundtable Emmanuel ERBA Capgemini CPO and 2020 EIPM Peter Kraljic Award Winner will welcome us and present, with Capgemini Experts, some innovation in the “Capgemini Innovation Lab” where we will be hosted. This introduction should help us to understand how out team can harness these innovations.
Dinner (a convivial moment, not just for socialising, but also for discussing and exchanging in a more relaxed atmosphere)
Day 2: 1st September 2021 – all day
During the second day, we will come back on the different topics and share experience. Participants will present their ideas and plans. New questions will be raised, and workshops will be organised to develop together a vision of what is next for procurement.
In September 2020 we asked the contenders of the EIPM Peter Kraljik award to share their vision, to describe how they saw the roles and responsibilities of the function evolve, following the events of 2020. Emmanuel Erba, Capgemini group CPO, made the following statement on this occasion.
Covid crisis has reset a few paradigms that were the foundation of procurement strategies and at the same time opened new opportunities.
As said by Winston Churchill, never waste a good crisis!
First, the paradigm based on volume growth and scale factor saving to fuel value creation and competitiveness are invalidated for at least a couple years, the time for the economy to recover and a new normal to settle in. Commercial models, including how margins are managed across the value chain, will be drastically revisited.
This means that in the meantime, winners will leverage other levers such as sectorial resilience, quality and predictability of the demand, solvency and relationship.
But this is not all. The weaknesses exhibited in some supply , as well as the chain reaction of subcontractors’ deficiencies, is bringing risk management to a new level, where assurance of supply and flexibility account as much, if not more than facial cost.
On the other side, corporations that had already performed their digital transformation, not to say digitally-native companies, like GAFAM, have emerged stronger than ever, helped by the resilience a true digital model allows.
To complicate things, the environmental dimension, even if not directly correlated to the Covid per se, has benefited from the mother of all fears the pandemic has inspired, leveraged by media, NGO and political groups. Like our CEO said, “There is no business case for ignoring sustainability and climate.”
Finally, the crisis is an opportunity to accelerate changes that otherwise would have taken decades to materialise (work from home, deliver from anywhere, flat organisations, liquid workforce..) Resistance to change were broken by the lockdown and unprecedented restrictions of individual rights. More than ever the “why not” has overcome the “yes, but”.
On this foundation, leveraging successful behaviours demonstrated during crash plans to ensure continuity of service and cost containment have become generalised and an incentive to look at things in a very different manner. Employees’ engagement is reinforcing the trend, both as a cause and as a consequence.