STRAUMANN GROUP
“ In my experience, a lot of companies pay a good amount of attention to direct procurement – the raw materials and or finished goods / services and components that generate revenue.
“ However, indirect procurement – things like services, IT, office supplies – tend to be often neglected or not have as much focus or support, even though it’ s a major operational cost.
“ Not having the opportunity to impact every aspect of the spend limits procurement influence to a large extent. Throughout my career I have strive to bring attention to businesses to focus on all the aspects of procurement to gain the maximum value, so it was a breath of fresh air walking into Straumann and realising this was the case.
“ Another example of the limits created by the traditional perspective of procurement involves the creation of business silos.
“ From digital technologies to the rise of globalism, we operate today in a business world defined by connectivity and strategic cooperation. Procurement can and must match this reality.
“ You cannot work in a silo and expect to build effective strategies that is directly aligned with the needs of the business and your stakeholders,” Sandra adds.
“ Whatever strategies you develop, the suppliers you select – everything should be closely aligned with the business’ s needs.”
Sandra emphasises that procurement leaders have to involve themselves in the wider business and make collective
decisions, building cross-departmental relationships that foster respect and trust.
Without this respect and trust, procurement transformation will not work, according to Sandra. For organisations further along in their maturity, siloing will restrict their growth and development and will stall their transformation journey.
As procurement transformation builds momentum both within the Straumann Group and across wider industry, challenging the traditional view
86 May 2025