After going through a radical transformation period during the Nineties – which included divesting Saab Automobile to GM, parting ways with truckmaker Scania and acquiring defence contractor Celsius – Saab decided to refine its operations to defence, aerospace and later Civil Security. Characterized by decentralization, in 2004 Saab realized it needed to centralize core support functions to improve efficiency and boost profitability. One of the first support functions to be modernized was indirect purchasing.
Huge changes were needed to implement a more centralized purchasing process. “The change was a necessity rather than a luxury,” says Magnus Strömer, Vice President Corporate Sourcing, who at that time was a Strategic Buyer. “Like many similar companies, we lacked a proper overview of purchasing and it was obvious that we were spending more money than necessary on indirect purchasing.”
Saab carried out a purchasing survey which showed that over 80 percent of the sourcing of indirect materials could be managed centrally. The study also revealed less favorable habits such as a low degree of automation in the procurement process, a significant amount of maverick buying, and few group-wide agreements. Even more worrying was the fact that indirect purchasing activities focused more on manual administration work than towards strategic sourcing. (long article continued in pdf format)
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