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Published by: Institute for Management Development (IMD)
Originally published in: 2007
Version: 26.05.2008
Length: 11 pages
Data source: Field research

Abstract

By the end of the first year in her new role as Responsible Procurement Manager, Kayzi Ambridge had begun to see tangible results from her efforts. Changes, acceptance and accolades restored her energy for a critical mission that was just getting started. E.ON UK''s Responsible Procurement Initiative - focused on creating a standardised and corporate programme to work with suppliers - had come a long way since its inception 18 months earlier at an IMD Booster programme (designed to help companies crystallise their strategies for specific initiatives in an intense week long facilitated programme). While corporate social responsibility (CSR) was one of E.ON''s five core values, belief systems and actions do not always follow one another and real progress was far below where it could be. The challenge of making it happen required an acceptance of the initiative''s importance, an analysis of what resources were required and a commitment to execute the necessary actions. What would motivate people to get started, make change, embrace it and continue? How could E.ON UK achieve standardisation for their Responsible Procurement programme without losing momentum? The learning objectives are to learn: (1) how procurement can be innovative and successful by launching a CSR programme; (2) how to make an initiative successful without a large budget and resources; and (3) the importance of crafting a well defined and usable toolkit for the implementation of the initiative.
Location:
Industry:
Size:
GBP12,584 million sales in 2007, 20,000 employees in 2008
Other setting(s):
2005-2007

About

Abstract

By the end of the first year in her new role as Responsible Procurement Manager, Kayzi Ambridge had begun to see tangible results from her efforts. Changes, acceptance and accolades restored her energy for a critical mission that was just getting started. E.ON UK''s Responsible Procurement Initiative - focused on creating a standardised and corporate programme to work with suppliers - had come a long way since its inception 18 months earlier at an IMD Booster programme (designed to help companies crystallise their strategies for specific initiatives in an intense week long facilitated programme). While corporate social responsibility (CSR) was one of E.ON''s five core values, belief systems and actions do not always follow one another and real progress was far below where it could be. The challenge of making it happen required an acceptance of the initiative''s importance, an analysis of what resources were required and a commitment to execute the necessary actions. What would motivate people to get started, make change, embrace it and continue? How could E.ON UK achieve standardisation for their Responsible Procurement programme without losing momentum? The learning objectives are to learn: (1) how procurement can be innovative and successful by launching a CSR programme; (2) how to make an initiative successful without a large budget and resources; and (3) the importance of crafting a well defined and usable toolkit for the implementation of the initiative.

Settings

Location:
Industry:
Size:
GBP12,584 million sales in 2007, 20,000 employees in 2008
Other setting(s):
2005-2007

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