In preparing to moderate the February 6th panel discussion, Mapping success: Taking digital transformation from concept to realization, I spent time talking with one of the panellists – David Latten.
David is the Head of Global Indirect Procurement at Logitech.
I remember when Logitech started back in October 1981. The reason I remember is that it was approximately around the same time that I began my career in the high-tech industry, and I was very familiar with their products.
Back then, they had a great reputation that continues through to the present day. I am sure that their reputation is one of the reasons why they are one of the pioneers of the high-tech world that is not only still around but thriving.
As a result, and for many reasons, I was very interested in gaining a better understanding of their procurement automation strategy. After all, they are a tech company, and who better to ask about the use of technology to drive a procurement practice.
Inside, outside, inside procurement
Logitech’s procurement practice was originally an internal function within the finance department, which is the universal origin for procurement in general regardless of industry. This history is probably why many still consider procurement to be a cost center instead of a revenue and profit source.
Before repatriating the strategic sourcing function , the intervening period saw the company outsource the procurement function to a third-party service provider. It is a notable period in the company’s procurement history because, like the experience of others, the outsourcing strategy – which cost half a million dollars annually, didn’t deliver the promised results.
Now one might think that bringing the process back in-house would be a welcome decision. After all, reclaiming full control of the process would seem like a good idea.
But like most organizations, the link between procurement’s efforts and the value it delivers to stakeholders across the enterprise is not always clear.
Overcoming ambivalence
As David put it, at the time, procurement became an internal function again; the biggest challenge was the lack of appetite for doing it in-house.
Against this backdrop, and to demonstrate they could deliver “real value” to the enterprise as a whole, David and his small team had to implement a solution based on simplicity, efficiency and speed of execution. In short, and even though indirect spend accounted for a few hundred million dollars per year – a “paltry” sum compared to Logitech’s $1.3 billion direct spend, it accounted for 80 percent of the procurement process. The question initially was whether or not it was worth the effort.
Fortunately, David and his team did demonstrate the value in repatriating procurement, and in the process, are now setting their sites on expanding beyond strategic sourcing to becoming a “full-circle value provider” to the company.
A “results-first” approach
In the February 6th, 2020 webinar Mapping success: Taking digital transformation from concept to realization, I will be talking with David and his lead partners from Market Dojo about digitally transforming your strategic sourcing practice. We will also discuss how you can demonstrate procurement’s value to key stakeholders both within and external to your organization.
Click the following link to reserve your seat today.
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Procurement Insights
Logitech’s “Results-First” Approach to Indirect Spend Automation
Posted on January 13, 2020
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In preparing to moderate the February 6th panel discussion, Mapping success: Taking digital transformation from concept to realization, I spent time talking with one of the panellists – David Latten.
David is the Head of Global Indirect Procurement at Logitech.
I remember when Logitech started back in October 1981. The reason I remember is that it was approximately around the same time that I began my career in the high-tech industry, and I was very familiar with their products.
Back then, they had a great reputation that continues through to the present day. I am sure that their reputation is one of the reasons why they are one of the pioneers of the high-tech world that is not only still around but thriving.
As a result, and for many reasons, I was very interested in gaining a better understanding of their procurement automation strategy. After all, they are a tech company, and who better to ask about the use of technology to drive a procurement practice.
Inside, outside, inside procurement
Logitech’s procurement practice was originally an internal function within the finance department, which is the universal origin for procurement in general regardless of industry. This history is probably why many still consider procurement to be a cost center instead of a revenue and profit source.
Before repatriating the strategic sourcing function , the intervening period saw the company outsource the procurement function to a third-party service provider. It is a notable period in the company’s procurement history because, like the experience of others, the outsourcing strategy – which cost half a million dollars annually, didn’t deliver the promised results.
Now one might think that bringing the process back in-house would be a welcome decision. After all, reclaiming full control of the process would seem like a good idea.
But like most organizations, the link between procurement’s efforts and the value it delivers to stakeholders across the enterprise is not always clear.
Overcoming ambivalence
As David put it, at the time, procurement became an internal function again; the biggest challenge was the lack of appetite for doing it in-house.
Against this backdrop, and to demonstrate they could deliver “real value” to the enterprise as a whole, David and his small team had to implement a solution based on simplicity, efficiency and speed of execution. In short, and even though indirect spend accounted for a few hundred million dollars per year – a “paltry” sum compared to Logitech’s $1.3 billion direct spend, it accounted for 80 percent of the procurement process. The question initially was whether or not it was worth the effort.
Fortunately, David and his team did demonstrate the value in repatriating procurement, and in the process, are now setting their sites on expanding beyond strategic sourcing to becoming a “full-circle value provider” to the company.
A “results-first” approach
In the February 6th, 2020 webinar Mapping success: Taking digital transformation from concept to realization, I will be talking with David and his lead partners from Market Dojo about digitally transforming your strategic sourcing practice. We will also discuss how you can demonstrate procurement’s value to key stakeholders both within and external to your organization.
Click the following link to reserve your seat today.
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