45% of CPOs report rise in procurement related risk
Rising risk levels and a skills shortage are amongst procurement leaders’ main concerns, according to Deloitte’s global chief procurement officer (CPO) survey.
45% of CPOs reported a rise in procurement related risk, such as volatility in emerging markets and geopolitical uncertainty affecting their supply chain. 55% reported an increase in external financial and economic uncertainty. Of all the industries surveyed, consumer business respondents were the most concerned, given procurement’s role to ensure product availability in locations now affected by uncertainty, instability and security risk.
Deloitte’s research also showed that resourcing continues to be a challenge. 62% of CPOs said their team does not have the skills and capabilities to deliver their procurement strategy, yet just under half of CPOs reported that attracting talent in the last 12 months has been difficult. One-third reported that their training budgets are now less than one per cent of total operating budgets, one-quarter of what might be considered best practice.
James Gregson, EMEA head of sourcing and procurement at Deloitte, commented, “Risk and the widening skills gap are clearly a concern for CPOs. Weakness in global economic metrics and heightened levels of geopolitical uncertainty are two of the major themes for CPOs this year. On the talent side, we’re seeing training budgets being cut and a push towards outsourcing as a way to plug the skills gap. This trend is most prevalent in the largest organisations, where 40% are expected to pursue outsourcing for some element of their function.”
Despite these challenges, Deloitte’s research shows an increase in digital technology spend, perhaps suggesting that CPOs are looking at innovative solutions to address their business problems.
Gregson added, “Digital technology spend is on the rise, with 70% investing in self-service solutions, up by more than one-third in a year. Investment in mobile, cloud and social media is also increasing. These statistics suggest a shift to digital, but careful work needs to be done first as 60% of CPOs admit they do not have a clear digital strategy.
“The key will be to get this strategy in place first, so the right technology is being used in the right way. Done correctly, a digital strategy can improve accuracy, speed and outcomes. This is potentially a double edged sword – digital can either reinvigorate or replace procurement’s role. It’s up to the CPO to set the strategy and lead the change, or risk being left behind.”