PROCUREMENT TRANSFORMATION
36 feelings and actions associated with the transformation .”
With a drive to build long-term , sustainable relationships with its clients , Gartner maintains a client retention rate of 90 % in Asia , in addition to operating with a multi-year engagement and partnering with clients over three years as standard . “ Supply chain transformation and building capabilities inside an organisation doesn ’ t happen overnight ,” explains Jones . “ Our high retention rate is testament to the value that we can help our clients generate ; they come back year over year and renew . We really want to foster long-term partnerships by delivering value and ensuring we align with the business ’ overall strategy . Our clients ’ immediate supply chain priorities can sometimes change , but usually the critical priorities that CEOs lay down tend not be disrupted too dramatically . For example , it might be that our clients want to grow market share in Asia and double their volumes , but our clients always want to make sure they ’ re delivering profitable growth to their shareholders . The supply chain is critical to delivering this and the strategies
“ Our high retention rate is testament to the value that we can help our clients generate ; they come back year over year and renew . We really want to foster long-term partnerships by delivering value and ensuring we align ”
— Mal Jones , Head of Sales , Gartner
and execution from those executives and their teams running the supply chain must be aligned because the supply chain doesn ’ t operate in a bubble . Our job is to really understand what ’ s happening in the business and then help our clients translate that into effective supply chain transformation strategies and execution in the most efficient way .”
As the rise of technology necessitates the digital transformation of companies worldwide , it has become progressively more important that
JULY 2019