Designing a Supply Organization to Leverage Internal and External Opportunities
Stephen C. Rogers
Steve C. Rogers, Director, Worldwide Purchases Mastery, Procter and Gamble Company, Cincinnati, OH 45202, 513-983-5536, Rogers.SC@pg.com
Lisa L. Cooley
Lisa L. Cooley, Associate Director, Purchases Training and Development, Procter and Gamble Company, Cincinnati, OH 45202, 513-983-0929, Cooley.LL@pg,com
88th Annual International Conference Proceedings - 2003 - Nashville, TN
Supply Management requires the integration of supplier industries with company business unit structures. As a boundary organization between the internal and external worlds, Supply Management is typically in a situation where having the same structural alignment be optimal for both internal and external facings is often difficult or impossible. Choosing which way to face involves tradeoffs and “operational friction”. The age-old debate of centralized versus decentralized purchasing is the tip of the iceberg. The Organizational Performance Model provides a conceptual framework that works in the real world by addressing each of the elements that make up organizational design instead of defaulting to “line and box” structures alone.