德勤：2023全球首席采购官调研报告（英文版）（40页）.pdf

1、2023 Global Chief Procurement Officer(CPO)SurveyOrchestrators of Value2Orchestrators of ValueIntroduction 3Generating value 7What about costsavings?9How to do more,and better,with less 10 Operating model design 11 Talent strategy 15 Digitization maturity 19 Key use cases 24 Making it happen:Procurem

2、ent transformation 27Protecting value 29Environmental,social,and governance(ESG)33Looking forward 36Endnotes 39Table of Contents3Orchestrators of ValueIntroduction Ever heard the phrase“Be careful what you wish for”?For almost 12 years across 10 editions of the Deloitte Global CPO Survey,CPOs have t

3、alked about procurement getting a seat at the table.Following the COVID-19 pandemic and the unprecedented levels of supply chain disruption,as well as the growing need for procurement to enable growth,mitigate inflation/risk,and drive significant levels of value,that day has finally come.Despite the

4、 significantly increased expectations placed upon the function,its clear that few,if any,businesses are willing to materially expand the size of their procurement function;in fact,many companies still seek to reduce the size of the function in the name of operational efficiency.This ultimately leave

5、s CPOs with the task of doing more with less.Combine this with a continued shortage in top procurement talent and years of underinvestment/development with makes the job even more challenging1.As we reflect on the responses of nearly 350 senior procurement leaders from more than 40 countries,we have

6、 identified the attributes and capabilities that the most successful procurement organizations have invested in.Spoiler alert:much of the focus is on creative operating model setup,talent management(recruitment,development,and retention)and digitization into supply chains(and other functions),and mo