The Chief Procurement Officer’s organization has become a central driver of utility competitiveness and operational efficiency. During the EEI Annual Conference 2017 in Boston earlier this month, we had a number of discussions with CFOs around how Finance and Supply Chain can collaborate more closely to drive enterprise-wide value and efficiencies. Here's what we're seeing.
Utilities rely on supply chain to manage resources efficiently and effectively across a wide range of projects and operations. Delivering on this mandate is increasingly challenging – and critical – as utilities adjust operational cost models and investment strategies to satisfy stakeholders and stay competitive. By connecting new data sources for more accessible, powerful historic usage data, many utility Supply Chain organizations are enhancing their enterprise-wide value.
When it comes to the utility cost transformation journey, every group has a different role to play. Supply Chain organizations are in a unique position to apply their deep spend, cost, and supplier management expertise to help advance enterprise-wide objectives. One path for sustained value creation is through enhanced stakeholder collaboration – both internally with business units and externally with suppliers.
Utility Supply Chain continues to be in the spotlight, reflected in how much these organizations are asked to adapt and change. Driven by short-term earnings pressure, revenue challenges, and debt limitations, the C-suite needs more cost savings more quickly. The challenge for Supply Chain is to stay ahead of changing priorities and secure executive buy-in on the budget. While it may be easier said than done, earning the respect of business units helps pave the way to shared success.