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WFA's Bid To Refocus Marketing Procurement Practices

As part of an effort to transform the procurement process into something more than a “cost killer,” the World Federation of Advertisers has created a new Global Sourcing Board.The board is tasked with helping to realign corporate procurement practices as they apply to marketing more toward investment and growth goals, along witAgency executives often complain client reviews are frequently “procurement driven,” by which they mean clients are focused on the cost of their ad agenciesThe new Sourcing Board is the latest step the WFA has taken to address the issue. Last year, it surveyed senior marketing procurement executives and WFA also recently launched an initiative called “Project Spring” which looks at ways to bring more a

more investment- and strategy-focused approach to the procurement practice. Among other things, the initiative is ree“The WFA sourcing board will be a great vehicle to drive change and shape the new face of global marketing procurement,” said Barry Byrne, senior global procurement director, sales

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Tracy Allery, associate director, global sOthers on the board include:

Jennifer Mclachlan, Director, Brand BuilTuomas Anttila, Director, Global Marketing Procurement, UnileverJanelle

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Orozco, SVP Global Marketing ProcuremMyriam Benichou, Global Marketing Sourcing Director, L’OréalChristopher Kredo, Sr. Strategic Sourcing

Director – Global Marketing & Sales, MMichael Pues-Tillkamp, Head of Marketing Procurement, IKEA

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Ekaterina Agafonova, Global Strategic Sourcing Director Commerce,

Jose Gonzalo Bisquerra Mora, VP MarkeMagid Souhami, Global Sourcing Director, General MillsAlex

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Morse, Procurement Manager – Media, Nestlé

ting & Sales, Global Procurement, GSK

Heineken

ars

ent, Diageo

ding Purchases, P&G

ourcing, marketing agencies, Mondelez, shares co-chair duties with Byrne.

& marketing, Adidas and co-chair of Global Sourcing Board.

xamining metrics and benchmarks companies use to evaluate CMO performance.

found that 92% of those polled

felt the internal perception of their value and performance could be improved.

at the expense of quality

and service.

h the usual cost-savings mandates.

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