SUPPLY CHAIN PARTNER
Technology remains an important part of the equation, but implementation is only the starting point. The longer-term challenge is embedding new processes, improving adoption, responding to regulatory and market changes and continuing to identify where procurement can create greater value for the organisation. That is central to SCP’ s three-peaks model. Design and implementation establish the foundations, while ongoing support is intended to keep those foundations relevant as the business changes.
SCP’ s work with Coupa also illustrates how that principle can extend beyond the platform itself. Solutions such as UNIO have been developed around specific market requirements, while the Glencore experience demonstrates how a global organisation can use a common procurement platform while retaining the expertise needed to operate across different markets and business units.
For Chimae, the objective is therefore not simply to reach a successful go-live, but to keep moving the definition of success forward.
As procurement takes on a broader role in managing cost, risk, suppliers and business performance, the value of transformation will increasingly be measured by what happens after implementation. For partners and clients alike, the challenge is to build procurement capabilities that can adapt, improve and continue delivering value long after the original technology project has ended. scp-worldwide. com 31