Today, international cross-functional sourcing teams are the standard in corporate purchasing organizations who want to leverage their full procurement potential. However, these team-based structures appear, according to our research, not to be without risk. After a promising start, many of these teams for a number of reasons quickly lose momentum. What conditions should be in place in order to make cross-functional sourcing teams successful? How to secure that targeted savings are actually realized by these teams?
|Journal||Efficient Purchasing : the Magazine for Sourcing and Procurement Professionals|
|Publication status||Published - 2009|