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Codewise - Europe Fastest Growing Companies 2019

Codewise - Europe Fastest Growing Companies 2019

Kronos Group on January 17, 2024

Light PMAT P2P V2

Business Partnering

What defines best your Procurement organization?

No procurement resources.

Procurement is seen as a support department mainly to execute transactional activities (PO processing, PO follow-up (one-time deliveries), invoice issues...).

Procurement is engaged with internal stakeholders to generate savings only.

Procurement is engaged with internal stakeholders to generate value beyond savings (risk management, sustainability, processes setup, market knowledge...).

Procurement is part of leadership team, seen as a real partner (advisory, expertise, strategy, budgeting...), involved at early stage of key decision processes.

None

Technology

When it comes to your Procurement IT systems…

Your organisation doesn't have a dedicated procurement software

Your organisation has a dedicated procurement software or module covering purchase-to-pay (ordering) only

Your organisation has a dedicated procurement software or module (e.g. SAP Ariba, Ivalua) covering source-to-contract (sourcing) and purchase-to-pay (ordering)

Your organisation has a dedicated procurement software or module to monitor and measure supplier performance and KPIs (QCD)

None

Reporting

What kind of reporting is available to you?

You have no visibility on your spend data

The spend data is available in the system (ERP) but you depend on another department to access it (accounting, finance, etc.)

The spend data is available in the system (ERP) and you can access anytime anywhere

None

What is the level of spend addressed by procurement?

The spend managed by procurement on the total spend is unknown.

Procurement manages a limited spend (specific categories or limited amount of addressed spend).

Procurement manages most of the total spend, split by categories.

None

Sourcing

In regards to sourcing process,

No real sourcing process is in place. Stakeholders deal with their own sourcing.

A sourcing process is in place and executed by procurement for the main categories/projects.

A sourcing process is in place and executed by procurement for most projects with clear & structured rules, milestones, number of candidates & planning.

None

Does a financial threshold triggers procurement involvement in sourcing projects?

A financial threshold where procurement has to be involved in a sourcing event is not in place.

A financial threshold where procurement has to be involved in a sourcing event is in place but partially in use.

A financial threshold where procurement has to be involved in a sourcing event is clearly in place and in use.

None

Who makes sourcing final decisions?

Sourcing decisions are generally led by internal stakeholders. Procurement is not always involved.

Sourcing decisions are made through individual/ad hoc agreements between internal stakeholders & procurement.

Sourcing decisions are always made together between internal stakeholders & procurement based on a standard and agreed process.

None

How do you calculate savings?

You cannot calculate savings.

You can calculate savings according to market prices or targets. You differentiate savings from cost avoidance.

You can calculate savings and cost avoidance and monitor, track them with finance department.

You can calculate savings and cost avoidance and monitor, track them automatically in the ERP system.

None

Contract

What defines best your legal organisation?

No internal legal organization is in place to support the contract activities.

When needed, a legal support is possible through an external attorney.

The internal legal organization is in place with clear roles & responsibilities. Contract templates are available to buyers and specific according to category.

None

What percentage of your spend is covered by a contract?

The contractual coverage of the total spend is below 25%.

The contractual coverage of the total spend is between 25% to 50%.

The contractual coverage of the total spend is above 50%.

None

Procure-to-Pay

How is your procure-to-pay process formalised?

Existing P2P process not properly formalised and shared across the organisation.

Existing P2P process formalised and set up by procurement/finance (including: workflows, threshold & approval rules...) and shared with the main internal stakeholders.

Existing P2P process formalised and set up by procurement/finance (including: limited access, workflows, segregation of duties, threshold & approval rules...) and shared with the main internal stakeholders.

None

Are there any existing catalogs?

No catalog

Internal catalog

External/Integrated punchout

None

Supplier Relationship Management

How do you assess & monitor supplier risk?

You don't assess the supplier risk

You assess the supplier's risk using internal data (questionnaires and key performance metrics such as policy compliance)

You assess the supplier risk according to your own scoring system using internal data (questionnaires and key performance metrics, such as policy compliance) and external data (3rd party solutions and data retrieved from other systems)

You assess supplier risk and you monitor and mitigate the risk (back up & alternative solution), not only during pre-sourcing & sourcing phases but also during project and series life.

None

What about supplier governance?

No supplier segmentation & governance clearly defined. The organisation of meetings is at the procurement initiative.

A basic supplier governance is in place and in use for strategic suppliers

A full supplier segmentation & governance is in place and in use per category

None

Category Strategy

What defines best your spend categorisation status?

No spend analysis & categorization performed

Spend analysis & categorisation performed

Existing Category Strategy, rolled-out, followed-up and monitored.

None

Are targets and objectives clearly settled by category?

No category targets & objectives defined

Basic category target are defined

Clear & complete category roadmap are defined

None

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Julie Brand

A part of Kronos Group’s team since 2018, Julie is a leader who has honed her specialisation in business transformation and utilised her expansive financial expertise to power business strategy and add value to what we do. She has amassed experience (Pfizer, Sony, AXA, SMEC, Tradelink) all over the world in strategy, project management, analysis, and supply chain.