Hackett Group | Procurement Insights

Browsing All posts tagged under »Hackett Group«

HACKETT DIDN’T POACH MY FRAMEWORK — THEY VALIDATED IT

November 24, 2025

Is the industry finally ready to embrace the physics of transformation?

Where Do Traditional Analyst Frameworks End, And The Hansen Fit Score Framework Begin?

July 22, 2025

How do you assess your alignment with a traditional analyst partner and your targeted outcomes?

Response to yesterday’s post from Hackett Group’s Senior Research Director noteworthy by Jon Hansen

May 16, 2014

Thanks for referencing our 2014 key issues research in your latest blog post. You make an interesting point but unfortunately we do not ask for the respondent’s age in our survey . . . Given that over 50% are VP and above, I don’t think we can draw a direct line yet to the shift […]

Like the appetizer for a great meal, Hackett Group’s study on procurement’s expanding focus leaves you wanting more by Jon Hansen

May 15, 2014

“Cost reduction is still a top priority. But we believe many procurement organizations have reached the upper limit of cost reductions possible in categories they are actively sourcing today . . . It also calls for skills that are outside procurement’s traditional areas of expertise.” – Chris Sawchuk, The Hackett Group What makes the just […]

When the light goes on: How cloudBuy sees the world differently by Jon Hansen

April 29, 2014

Similar to our other New Wave 2014 organizations, there were a number of reasons why we selected cloudBuy as a company to watch this year. From their relationship with Visa through which they are able to address the challenges that smaller suppliers face in terms of over 90 receivables that no longer support their operating […]

Hackett Group research article on supplier consolidation surprising . . . for all the wrong reasons by Jon Hansen

February 6, 2014

“Consolidating suppliers within specific supply markets is a proven strategy to concentrate buying power and reduce purchase prices. The activity can be taken further, though, especially within non-production (indirect) spending areas . . . Consolidating suppliers within specific supply markets is a proven strategy to concentrate buying power and reduce purchase prices. The specific business […]