{"id":45774,"date":"2022-05-12T01:30:22","date_gmt":"2022-05-12T05:30:22","guid":{"rendered":"https:\/\/consultingquest.com\/?post_type=insights&#038;p=45774"},"modified":"2023-09-11T05:14:52","modified_gmt":"2023-09-11T09:14:52","slug":"consulting-procurement-maturity","status":"publish","type":"insights","link":"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/","title":{"rendered":"Diagnosticar a maturidade de suas compras de consultoria de forma simples (2023)"},"content":{"rendered":"<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_64 counter-hierarchy ez-toc-counter ez-toc-custom ez-toc-container-direction\">\n<p class=\"ez-toc-title\">\u00cdndice<\/p>\n<label for=\"ez-toc-cssicon-toggle-item-662da3f78a4c9\" class=\"ez-toc-cssicon-toggle-label\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Alternar<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #000000;color:#000000\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewbox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #000000;color:#000000\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewbox=\"0 0 24 24\" version=\"1.2\" baseprofile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/label><input type=\"checkbox\"  id=\"ez-toc-cssicon-toggle-item-662da3f78a4c9\" checked aria-label=\"Alternar\" \/><nav><ul class='ez-toc-list ez-toc-list-level-1' ><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#what_is_a_capability_maturity_grid\" title=\"O que \u00e9 uma grade de maturidade de capacidades?\">O que \u00e9 uma grade de maturidade de capacidades?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#what_is_the_consulting_procurement_maturity_grid\" title=\"O que \u00e9 a Grade de Maturidade de Aquisi\u00e7\u00f5es de Consultoria?\">O que \u00e9 a Grade de Maturidade de Aquisi\u00e7\u00f5es de Consultoria?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#%e2%87%92_strategy_governance_organization\" title=\"\u21d2 Estrat\u00e9gia, Governan\u00e7a e Organiza\u00e7\u00e3o:\">\u21d2 Estrat\u00e9gia, Governan\u00e7a e Organiza\u00e7\u00e3o: <\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#%e2%87%92_sourcing_process\" title=\"\u21d2 Processo de Sourcing:\">\u21d2 Processo de Sourcing:<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#%e2%87%92_enablers\" title=\"\u21d2 Capacitadores:\">\u21d2 Capacitadores:<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#%e2%87%92_category_management\" title=\"\u21d2 Gerenciamento de Categoria:\">\u21d2 Gerenciamento de Categoria:<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#how_is_the_consulting_procurement_maturity_score_of_a_company_defined\" title=\"Como \u00e9 definida a pontua\u00e7\u00e3o de maturidade de uma empresa de consultoria em compras?\">Como \u00e9 definida a pontua\u00e7\u00e3o de maturidade de uma empresa de consultoria em compras?<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#what_are_the_various_levels_of_consulting_procurement_maturity_in_organizations\" title=\"Quais s\u00e3o os v\u00e1rios N\u00edveis de Maturidade de Compras de Consultoria nas organiza\u00e7\u00f5es?\">Quais s\u00e3o os v\u00e1rios N\u00edveis de Maturidade de Compras de Consultoria nas organiza\u00e7\u00f5es?<\/a><ul class='ez-toc-list-level-2' ><li class='ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#1_operational\" title=\"1. Operacional:\">1. Operacional:<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#2_standard\" title=\"2. Padr\u00e3o:\">2. Padr\u00e3o:<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#3_leading\" title=\"3. Lideran\u00e7a:\">3. Lideran\u00e7a:<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#4_best-in-class\" title=\"4. Os melhores da categoria:\">4. Os melhores da categoria:<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#how_to_use_the_consulting_procurement_maturity_grid\" title=\"Como utilizar a grade de maturidade de compras de consultoria?\u00a0\">Como utilizar a grade de maturidade de compras de consultoria?\u00a0<\/a><ul class='ez-toc-list-level-2' ><li class='ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#i\" title=\"\u00a0\">\u00a0<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#whats_next_for_you\" title=\"O que vem a seguir para voc\u00ea?\">O que vem a seguir para voc\u00ea?<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#1_convince_your_management_that_consulting_is_a_key_accelerator\" title=\"1. Conven\u00e7a sua ger\u00eancia de que a Consultoria \u00e9 um acelerador chave\">1. Conven\u00e7a sua ger\u00eancia de que a Consultoria \u00e9 um acelerador chave<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#2_define_the_right_processes\" title=\"2. Definir os processos corretos\">2. Definir os processos corretos<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#3_build_the_right_organization\" title=\"3. Construir a organiza\u00e7\u00e3o certa\">3. Construir a organiza\u00e7\u00e3o certa<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#4_hire_the_right_people\" title=\"4. Alugue as pessoas certas\">4. Alugue as pessoas certas<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#5_emphasize_collaboration\" title=\"5. Enfatizar a colabora\u00e7\u00e3o\">5. Enfatizar a colabora\u00e7\u00e3o<\/a><\/li><\/ul><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-1'><a class=\"ez-toc-link ez-toc-heading-21\" href=\"https:\/\/consultingquest.com\/pt-br\/insights\/consultoria-procura-maturidade\/#in_conclusion\" title=\"Em conclus\u00e3o,\">Em conclus\u00e3o,<\/a><\/li><\/ul><\/nav><\/div>\n<p>[et_pb_section fb_built=&#8221;1&#8243; _builder_version=&#8221;4.16&#8243; global_colors_info=&#8221;{}&#8221;][et_pb_row _builder_version=&#8221;4.16&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.16&#8243; custom_padding=&#8221;|||&#8221; global_colors_info=&#8221;{}&#8221; custom_padding__hover=&#8221;|||&#8221;][et_pb_text _builder_version=&#8221;4.22.1&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; hover_enabled=&#8221;0&#8243; global_colors_info=&#8221;{}&#8221; sticky_enabled=&#8221;0&#8243;]<\/p>\n<p>O n\u00edvel de maturidade da contrata\u00e7\u00e3o reflete o qu\u00e3o bem uma empresa, ou um sistema dentro de uma empresa, est\u00e1 indo, bem como seu potencial para melhorar ao longo do tempo. Como consultor, voc\u00ea pode lidar com neg\u00e1cios com v\u00e1rias divis\u00f5es em diferentes est\u00e1gios de desenvolvimento.<\/p>\n<p>Muitos clientes t\u00eam dificuldade em articular exatamente o que est\u00e1 errado e o que eles querem que seja feito. Eles freq\u00fcentemente discutem sintomas ao inv\u00e9s de problemas fundamentais, tais como vendas est\u00e1veis, margens em decl\u00ednio ou aumento de receb\u00edveis. Como resultado, o consultor geralmente carrega o fardo da responsabilidade de defini\u00e7\u00e3o do escopo do projeto.<\/p>\n<p>Organiza\u00e7\u00f5es de Contrata\u00e7ao de Consultoria devem se esfor\u00e7ar para atingir um alto grau de maturidade, onde a equipe utiliza as melhores t\u00e9cnicas da categoria e resulta em vantagens consider\u00e1veis de efici\u00eancia para o grupo de Compras e para a empresa como um todo. Entretanto, antes que uma organiza\u00e7\u00e3o possa tra\u00e7ar seu rumo at\u00e9 a grandeza, ela deve primeiro avaliar sua posi\u00e7\u00e3o atual na grade de maturidade da Contrata\u00e7\u00e3o de Servi\u00e7os de Consultoria.<\/p>\n<p>Entender onde voc\u00ea come\u00e7ou sua jornada \u00e9 quase t\u00e3o cr\u00edtico quanto descobrir para onde voc\u00ea quer ir.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-45787 aligncenter\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Maturity-grid-cover.png\" alt=\"Grade de Maturidade\" width=\"900\" height=\"506\" title=\"\"><\/p>\n<h1><span class=\"ez-toc-section\" id=\"what_is_a_capability_maturity_grid\"><\/span><strong>O que \u00e9 uma grade de maturidade de capacidades?<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p>Uma grade de maturidade, tamb\u00e9m conhecida como modelo de maturidade, \u00e9 uma ferramenta usada para medir o progresso de uma organiza\u00e7\u00e3o em dire\u00e7\u00e3o a um objetivo.<\/p>\n<p>A coluna da esquerda da grade, que \u00e9 uma matriz com linhas e colunas, geralmente inclui os crit\u00e9rios que ser\u00e3o examinados. As colunas na linha correspondente de cada coluna definem, em poucas palavras, o comportamento habitual de uma organiza\u00e7\u00e3o em cada fase de desenvolvimento. Um modelo de maturidade normalmente inclui 10 ou menos linhas, com a primeira linha indicando o n\u00edvel de entrada e a \u00faltima linha definindo as melhores pr\u00e1ticas totalmente desenvolvidas.<\/p>\n<p>As grades de maturidade podem ser usadas para oferecer uma refer\u00eancia inicial de qu\u00e3o pr\u00f3xima uma organiza\u00e7\u00e3o est\u00e1 de ser \"completamente evolu\u00edda\" em termos dos crit\u00e9rios a serem examinados. Elas tamb\u00e9m podem ser usadas para facilitar as conversa\u00e7\u00f5es e fornecer um caminho a ser seguido pela administra\u00e7\u00e3o.<\/p>\n<p>Os crit\u00e9rios que ser\u00e3o examinados s\u00e3o geralmente listados na coluna da esquerda da grade, que \u00e9 uma matriz com linhas e colunas.<\/p>\n<p>Talvez voc\u00ea tenha se deparado com o termo \"pontua\u00e7\u00e3o de avalia\u00e7\u00e3o de maturidade\" nos departamentos de vendas e marketing... Mas voc\u00ea n\u00e3o tem certeza do que \u00e9.<\/p>\n<p><strong>Vamos esclarecer as coisas!<\/strong><\/p>\n<p>Uma avalia\u00e7\u00e3o de maturidade \u00e9 simplesmente um recurso que ajuda a descidir se uma determinada solu\u00e7\u00e3o ou estrat\u00e9gia \u00e9 adequada para eles, dependendo das respostas que eles fornecem.<\/p>\n<p>\u00c9 uma ferramenta de descoberta para a empresa que ajuda a qualificar melhor os prospectos baseada nas suas respostas na avalia\u00e7\u00e3o - para verificar se eles est\u00e3o \"prontos\".<\/p>\n<p>Outro exemplo: O Departamento de Defesa dos EUA financiou o desenvolvimento do Modelo de Maturidade de Capacidades. Ele resultou de uma investiga\u00e7\u00e3o das pr\u00e1ticas comerciais e do desempenho de um grande n\u00famero de empresas privadas que fazem contratos com os militares de v\u00e1rias maneiras.<\/p>\n<ul>\n<li>N\u00edvel 1 - Inicial<\/li>\n<li>N\u00edvel 2 - Replic\u00e1vel<\/li>\n<li>N\u00edvel 3 - Definido<\/li>\n<li>N\u00edvel 4 - Gerenciado (Capaz)<\/li>\n<li>N\u00edvel 5 - Otimiza\u00e7\u00e3o (Eficiente)<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-45776\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Characteris-1.png\" alt=\"Consultoria Maturidade\" width=\"900\" height=\"506\" title=\"\"><\/p>\n<h1><span class=\"ez-toc-section\" id=\"what_is_the_consulting_procurement_maturity_grid\"><\/span><strong>O que \u00e9 <\/strong>A Grade de Maturidade da Contrata\u00e7\u00e3o de Servi\u00e7os de Consultoria?<span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p>A Grade de Maturidade das Contrata\u00e7\u00f5es de Servi\u00e7os de Consultoria foi criada para ajudar as empresas a determinar onde elas est\u00e3o agora, para onde devem ir no futuro, o valor de faz\u00ea-lo e como chegar l\u00e1.<\/p>\n<p>A grade de maturidade toca em quatro \u00e1reas-chave que s\u00e3o essenciais para a Contrata\u00e7\u00e3o de Consultoria:<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%e2%87%92_strategy_governance_organization\"><\/span><strong>\u21d2 Estrat\u00e9gia, Governan\u00e7a e Organiza\u00e7\u00e3o: <\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>A estrat\u00e9gia refere-se ao plano geral de como a organiza\u00e7\u00e3o alcan\u00e7ar\u00e1 seus objetivos. A governan\u00e7a \u00e9 o conjunto de regras e estruturas formais que orientam a tomada de decis\u00f5es dentro da organiza\u00e7\u00e3o. A organiza\u00e7\u00e3o descreve a forma como as equipes s\u00e3o estruturadas e gerenciadas dentro da empresa.<\/p>\n<p>Cada uma dessas \u00e1reas \u00e9 essencial para alcan\u00e7ar a excel\u00eancia em consultoria. A grade de maturidade explora como as decis\u00f5es s\u00e3o tomadas na contrata\u00e7\u00e3o de servi\u00e7os de consultoria, quem est\u00e1 envolvido e como a consultoria ap\u00f3ia a estrat\u00e9gia.<\/p>\n<p>Por exemplo, no n\u00edvel mais alto de maturidade, voc\u00ea encontrar\u00e1 uma abordagem colaborativa de sourcing de consultoria e avalia\u00e7\u00f5es sistem\u00e1ticas de make-or-buy.<\/p>\n<p>A fim de atingir o n\u00edvel mais alto de maturidade em contrata\u00e7\u00e3o de servi\u00e7os de consultoria, as organiza\u00e7\u00f5es devem ter uma estrat\u00e9gia clara e bem executada, fortes estruturas de governan\u00e7a em vigor e uma for\u00e7a de trabalho bem organizada.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%e2%87%92_sourcing_process\"><\/span><strong>\u21d2 Processo de Sourcing:<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>O processo de sourcing descreve como os bens e servi\u00e7os s\u00e3o adquiridos desde o escopo at\u00e9 a contrata\u00e7\u00e3o. Esta dimens\u00e3o explora n\u00e3o apenas a adequa\u00e7\u00e3o do processo ao volume de projetos de consultoria tratados, mas tamb\u00e9m as diferentes etapas dentro do processo.<\/p>\n<p>A primeira fase do processo de sourcing \u00e9 o escopo, que envolve a defini\u00e7\u00e3o dos par\u00e2metros do projeto e a identifica\u00e7\u00e3o dos principais interessados.<\/p>\n<p>A sele\u00e7\u00e3o da consultoria que melhor se adapta \u00e0s necessidades do projeto faz parte da segunda etapa, que \u00e9 chamada de sourcing.<\/p>\n<p>A terceira etapa, contrata\u00e7\u00e3o, inclui a descri\u00e7\u00e3o dos termos de um contrato com a empresa de consultoria.<\/p>\n<p>A transfer\u00eancia \u00e9 a quarta e \u00faltima etapa, que implica em entregar o projeto \u00e0 empresa de consultoria e garantir que eles tenham todos os recursos necess\u00e1rios para executar o projeto de forma eficaz.<\/p>\n<p>Os stakeholders internos podem ter dificuldade em articular seus objetivos, ou o processo pode n\u00e3o estar claro para eles. Como resultado, o processo de consultoria pode ser ineficiente e frustrante para ambas as partes. Ao ter um processo bem elaborado, os consultores podem melhorar a comunica\u00e7\u00e3o e garantir que todos estejam na mesma p\u00e1gina.<\/p>\n<p>Isto pode levar a projetos mais eficientes e clientes mais felizes. Al\u00e9m disso, um processo bem desenhado tamb\u00e9m pode ajudar a melhorar os n\u00edveis de satisfa\u00e7\u00e3o entre os stakeholders internos. <span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">Por exemplo, com um alto n\u00edvel de maturidade, as empresas ter\u00e3o um processo de sourcing <\/span>diferenciados pela natureza dos projetos que poderiam ser estrat\u00e9gicos ou n\u00e3o-estrat\u00e9gicos. A maioria dos fornecedores ser\u00e1 selecionada por meio de licita\u00e7\u00e3o competitiva e suas refer\u00eancias ser\u00e3o verificadas sistematicamente.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%e2%87%92_enablers\"><\/span><strong>\u21d2 Capacitadores:<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Os capacitadores s\u00e3o essenciais para o sucesso em todos os setores, incluindo a consultoria. <span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">O e<\/span>nablers s\u00e3o aquelas pequenas coisas que devem estar no lugar para que uma organiza\u00e7\u00e3o avance na grade de maturidade de compras de consultoria. Sem esses estimuladores, uma organiza\u00e7\u00e3o n\u00e3o poder\u00e1 tirar vantagem das oportunidades ou estar\u00e1 em desvantagem em rela\u00e7\u00e3o a seus concorrentes.<\/p>\n<p><span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">Os viabilizadores<\/span> podem ser manuais, diretrizes e sistemas desde taxonomia at\u00e9 solu\u00e7\u00f5es digitais, h\u00e1 uma gama de capacitadores que podem ajudar a tornar a consultoria mais eficiente e produtiva.<\/p>\n<p>Os dados podem se beneficiar da organiza\u00e7\u00e3o e classifica\u00e7\u00e3o da taxonomia, o que os tornar\u00e1 mais simples de encontrar e usar. A troca de dados e a automa\u00e7\u00e3o da opera\u00e7\u00e3o podem ser facilitadas por tecnologias digitais. Esses dois facilitadores podem melhorar a efic\u00e1cia e a efici\u00eancia da consultoria.<\/p>\n<p><span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">Mas <\/span>eles devem trabalhar juntos em sinergia; se um capacitador n\u00e3o estiver alinhado com o resto do corpus ou n\u00e3o estiver funcionando bem, ele arrastar\u00e1 para baixo o desempenho da capacidade de aquisi\u00e7\u00e3o de consultoria como um todo.<\/p>\n<p>Al\u00e9m disso, esses capacitadores podem ajudar a melhorar a comunica\u00e7\u00e3o entre consultante e cliente. Os consultores podem melhorar seus servi\u00e7os e resultados utilizando estes capacitadores.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%e2%87%92_category_management\"><\/span><strong>\u21d2 Gerenciamento de Categoria:<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>O gerenciamento de categorias \u00e9 uma abordagem estrat\u00e9gica baseada em processos que \"focaliza a grande maioria dos gastos de uma organiza\u00e7\u00e3o em bens e servi\u00e7os com fornecedores terceirizados\". Na aplica\u00e7\u00e3o \u00e0 gest\u00e3o de compras e suprimentos (P&amp;SM;), a gest\u00e3o por categorias refere-se \u00e0 organiza\u00e7\u00e3o dos recursos da equipe de compras para se concentrar no mercado de suprimentos da organiza\u00e7\u00e3o (em oposi\u00e7\u00e3o aos clientes internos ou fun\u00e7\u00f5es departamentais), a fim de alavancar totalmente as decis\u00f5es de compras.<\/p>\n<p>O processo de gerenciamento de categorias envolve a segmenta\u00e7\u00e3o das principais \u00e1reas de gastos organizacionais em grupos discretos de produtos e servi\u00e7os de acordo com sua fun\u00e7\u00e3o. O gerenciamento de categorias tem sido, em sua maioria, bem sucedido em grandes categorias de produtos. Os comerciantes menores geralmente n\u00e3o t\u00eam a estrutura e os recursos para implement\u00e1-la.<\/p>\n<p>Para cada uma dessas \u00e1reas, a grade define quais pol\u00edticas, metodologias ou ferramentas uma empresa utiliza em um determinado n\u00edvel de maturidade de compras descrito.<\/p>\n<p>Os grupos de consultoria de compras mais avan\u00e7ados implementar\u00e3o todas as melhores pr\u00e1ticas de gerenciamento de categoria para a categoria de consultoria. Poderia ser gerenciamento de gastos da cauda, ou feedback bilateral de e para os fornecedores de consultoria.<\/p>\n<blockquote>\n<p><em>\u201cA Consulting Procurement Capability, como qualquer outro setor, est\u00e1 sendo desenvolvida em fases. Hoje, voc\u00ea pode medir rapidamente a maturidade da capacidade de aquisi\u00e7\u00e3o de sua empresa e trabalhar para aprimor\u00e1-la. Qualquer empresa pode alcan\u00e7ar um padr\u00e3o melhor e obter sucesso com a capacidade de aquisi\u00e7\u00e3o de consultoria.\u201d<\/em><\/p>\n<\/blockquote>\n<h2><span class=\"ez-toc-section\" id=\"how_is_the_consulting_procurement_maturity_score_of_a_company_defined\"><\/span><strong>Como \u00e9 definida a pontua\u00e7\u00e3o de maturidade de uma empresa de consultoria em compras?<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>&nbsp;<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-45971\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/7-levers-7.png\" alt=\"Vencimento das compras\" width=\"900\" height=\"505\" title=\"\"><\/p>\n<p>&nbsp;<\/p>\n<p>A pontua\u00e7\u00e3o de maturidade da aquisi\u00e7\u00e3o de uma empresa \u00e9 definida por sua capacidade de executar com sucesso projetos complexos de consultoria e aquisi\u00e7\u00e3o. A pontua\u00e7\u00e3o \u00e9 baseada em uma grade de maturidade que leva em conta a experi\u00eancia, tamanho, localiza\u00e7\u00e3o geogr\u00e1fica e setor industrial de uma empresa.<\/p>\n<p>A grade \u00e9 utilizada para avaliar a disponibilidade de uma empresa para empreender tipos espec\u00edficos de projetos. Uma empresa com uma alta pontua\u00e7\u00e3o de maturidade em compras de consultoria provavelmente ter\u00e1 um hist\u00f3rico de sucesso na entrega de projetos similares e ser\u00e1 capaz de lidar com a complexidade de um projeto.<\/p>\n<p>Por outro lado, uma empresa com uma baixa pontua\u00e7\u00e3o de maturidade em compras de consultoria pode ser menos experiente e n\u00e3o ter os recursos ou capacidades para concluir um projeto com sucesso.<\/p>\n<p>A pontua\u00e7\u00e3o de maturidade em compras de consultoria de uma empresa \u00e9 um fator importante a ser considerado ao selecionar um fornecedor para um projeto de consultoria ou compras. A pontua\u00e7\u00e3o na grade de maturidade \u00e9 calculada atrav\u00e9s de uma avalia\u00e7\u00e3o baseada em uma lista de perguntas que oferece para cada dimens\u00e3o chave as diferentes op\u00e7\u00f5es.<\/p>\n<p>Cada op\u00e7\u00e3o corresponde a um n\u00edvel de maturidade de aquisi\u00e7\u00e3o de consultoria. Por exemplo, uma op\u00e7\u00e3o no n\u00edvel Operacional ter\u00e1 nota 1, a Standard ter\u00e1 nota 2, a Leading ter\u00e1 nota 3 e a Best-in-Class ter\u00e1 nota 4.<\/p>\n<p>No final da pesquisa, uma empresa obter\u00e1 a pontua\u00e7\u00e3o m\u00e9dia em todas as op\u00e7\u00f5es e dimens\u00f5es que ser\u00e1 sua pontua\u00e7\u00e3o de maturidade em compras de consultoria.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=&#8221;1_2,1_2&#8243; _builder_version=&#8221;4.19.4&#8243; _module_preset=&#8221;default&#8221; custom_margin=&#8221;|||190px|false|false&#8221; custom_padding=&#8221;||50px||false|false&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;1_2&#8243; _builder_version=&#8221;4.17.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_text _builder_version=&#8221;4.22.1&#8243; _module_preset=&#8221;default&#8221; text_font=&#8221;Poppins|700|||||||&#8221; text_text_color=&#8221;#FFFFFF&#8221; hover_enabled=&#8221;0&#8243; global_colors_info=&#8221;{}&#8221; sticky_enabled=&#8221;0&#8243;]<\/p>\n<p style=\"text-align: Left;\"><span style=\"color: #000000;\">Responda \u00e0 pesquisa para descobrir sua posi\u00e7\u00e3o e deixe seu e-mail para obter resultados personalizados.<\/span><\/p>\n<p>[\/et_pb_text][\/et_pb_column][et_pb_column type=&#8221;1_2&#8243; _builder_version=&#8221;4.17.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_button button_url=&#8221;https:\/\/content.leadquizzes.com\/lp\/TXFVz8J2Ig&#8221; url_new_window=&#8221;on&#8221; button_text=&#8221;Start the survey&#8221; _builder_version=&#8221;4.19.4&#8243; _module_preset=&#8221;default&#8221; button_text_color=&#8221;#FFFFFF&#8221; button_bg_color=&#8221;#ff7700&#8243; button_font=&#8221;Poppins|700||on|||||&#8221; custom_margin=&#8221;10px||||false|false&#8221; custom_padding=&#8221;||||false|false&#8221; global_colors_info=&#8221;{}&#8221;][\/et_pb_button][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.16&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.16&#8243; custom_padding=&#8221;|||&#8221; global_colors_info=&#8221;{}&#8221; custom_padding__hover=&#8221;|||&#8221;][et_pb_text _builder_version=&#8221;4.22.1&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; hover_enabled=&#8221;0&#8243; global_colors_info=&#8221;{}&#8221; sticky_enabled=&#8221;0&#8243;]<\/p>\n<h1 style=\"text-align: center;\"><span class=\"ez-toc-section\" id=\"what_are_the_various_levels_of_consulting_procurement_maturity_in_organizations\"><\/span><strong>Quais s\u00e3o os v\u00e1rios N\u00edveis de Maturidade de Compras de Consultoria nas organiza\u00e7\u00f5es?<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p>Se falamos de n\u00edveis de Maturidade, estamos falando da organiza\u00e7\u00e3o e de que n\u00edvel \u00e9 essa organiza\u00e7\u00e3o em particular<\/p>\n<h2><span class=\"ez-toc-section\" id=\"1_operational\"><\/span><strong style=\"color: #333333; font-size: 18px;\">1. Operacional:<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Os servi\u00e7os de consultoria n\u00e3o s\u00e3o cobertos por processos definidos em uma organiza\u00e7\u00e3o operacional. A maior parte do tempo, os gastos com consultoria s\u00e3o dispersos e obtidos por equipes operacionais. Como resultado, o neg\u00f3cio tem apenas uma vis\u00e3o limitada dos gastos com consultoria e n\u00e3o emprega um painel de controle ou uma ferramenta de monitoramento de gastos para consultoria.<\/p>\n<p>Se de fato, o Grupo de Compras est\u00e1 envolvido no final do processo. As equipes t\u00eam um fraco entendimento da ind\u00fastria de consultoria e est\u00e3o freq\u00fcentemente focadas nos players locais.<\/p>\n<p>Os fornecedores s\u00e3o escolhidos com base em contatos pessoais, e o fornecedor estabelece os termos e circunst\u00e2ncias.<\/p>\n<p>A Categoria Consultoria \u00e9 mal administrada, e h\u00e1 muito espa\u00e7o para economia e desenvolvimento.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"2_standard\"><\/span><strong style=\"color: #333333; font-size: 18px;\">2. Padr\u00e3o:<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Uma Organiza\u00e7\u00e3o Padr\u00e3o come\u00e7ou a colocar em pr\u00e1tica protocolos para lidar com o grande projeto de Consultoria. Um painel b\u00e1sico em uma planilha \u00e9 usado para acompanhar regularmente os gastos gerais com consultoria.<\/p>\n<p>Para iniciativas que excedem um n\u00edvel espec\u00edfico, a gest\u00e3o da demanda \u00e9 feita. A aquisi\u00e7\u00e3o est\u00e1 envolvida em aquisi\u00e7\u00f5es significativas, e h\u00e1 um L\u00edder de Aquisi\u00e7\u00e3o de Consultoria designado. Apesar de seu pouco conhecimento do mercado de consultoria, as equipes s\u00e3o capazes de organizar licita\u00e7\u00f5es competitivas em 50% dos projetos e demandam refer\u00eancias durante todo o processo de RFP.<\/p>\n<p>Eles implementaram um NDA abrangente durante toda a etapa de RFP e estabeleceram um formul\u00e1rio contratual de base para compras de consultoria. Para gerenciar o relacionamento, eles conduzem reuni\u00f5es de balan\u00e7o p\u00f3s-projeto com o fornecedor.<\/p>\n<p>A empresa reconhece a import\u00e2ncia da gest\u00e3o de sourcing de consultoria.<\/p>\n<p>Como <a href=\"https:\/\/conavigo.com\/\" target=\"_blank\" rel=\"noopener\">Capacidades de Aquisi\u00e7\u00e3o de Consultoria<\/a> melhorar, a lacuna de valor estrat\u00e9gico come\u00e7a a fechar. As equipes tomam conhecimento das caracter\u00edsticas \u00fanicas do mercado de consultoria.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-45789\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/New-maturity-grid.png\" alt=\"Modelo de Maturidade\" width=\"900\" height=\"506\" title=\"\"><\/p>\n<h2><span class=\"ez-toc-section\" id=\"3_leading\"><\/span><strong style=\"color: #333333; font-size: 18px;\">3. Lideran\u00e7a:<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>A Organiza\u00e7\u00e3o L\u00edder estabeleceu uma forte categoria de Gerenciamento de Servi\u00e7os de Consultoria. As partes interessadas s\u00e3o montadas para projetos complicados a fim de garantir o alinhamento e a ades\u00e3o. Uma equipe profissional de Consultoria de Compras ap\u00f3ia o sourcing e a negocia\u00e7\u00e3o com conhecimento fundamental do mercado. A maioria das compras envolve aquisi\u00e7\u00f5es.<\/p>\n<p>A maioria dos fornecedores \u00e9 escolhida atrav\u00e9s de licita\u00e7\u00f5es competitivas, o que inclui uma apresenta\u00e7\u00e3o met\u00f3dica das licita\u00e7\u00f5es mais atraentes, bem como verifica\u00e7\u00f5es de refer\u00eancia. Para os fornecedores prim\u00e1rios, a equipe de Consulting Procurement emprega contratos-quadro.<\/p>\n<p>A empresa implementou processos de sourcing espec\u00edficos do projeto, bem como o gerenciamento sistem\u00e1tico da demanda. Para as principais Capacidades, \u00e9 oferecida uma Lista de Fornecedores Preferenciais.<\/p>\n<p>A equipe de Procurement criou um Sistema de Gerenciamento de Desempenho que inclui check-ins intermedi\u00e1rios do projeto para assegurar alinhamento, gerenciamento de mudan\u00e7as contratuais e avalia\u00e7\u00f5es avan\u00e7adas de desempenho p\u00f3s-designa\u00e7\u00e3o (per\u00edcia, postura, ROI, etc.).<\/p>\n<p>A empresa implementou procedimentos automatizados para aprova\u00e7\u00e3o e avalia\u00e7\u00e3o de desempenho, assim como um painel de controle automatizado e rastreamento de custos.<\/p>\n<p>A empresa est\u00e1 a um passo de ter uma capacidade de fornecimento de consultoria totalmente desenvolvida. A estrutura estrat\u00e9gica para alcan\u00e7ar isto foi conclu\u00edda, e a empresa est\u00e1 pronta para passar para o pr\u00f3ximo passo.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"4_best-in-class\"><\/span><strong style=\"color: #333333; font-size: 18px;\">4. Os melhores da categoria:<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Uma Capacidade de Compras de Consultoria completamente madura foi constru\u00edda por uma Organiza\u00e7\u00e3o de Melhor N\u00edvel. A Consulting Spend and Consulting Sourcing Strategy est\u00e1 de acordo com os objetivos estrat\u00e9gicos da organiza\u00e7\u00e3o. A categoria Consulting Procurement reconhece a aquisi\u00e7\u00e3o como um parceiro comercial completo.<\/p>\n<p>Para garantir o alinhamento com o plano e manter os gastos sob controle, as equipes realizam avalia\u00e7\u00f5es sistem\u00e1ticas ou compram avalia\u00e7\u00f5es e contrata\u00e7\u00e3o de pessoal. O fornecimento de consultoria \u00e9 feito de forma colaborativa.<\/p>\n<p>As equipes agora t\u00eam um amplo dom\u00ednio do mercado, incluindo alternativas, taxas de refer\u00eancia e novos competidores. Elas est\u00e3o utilizando uma estrutura de taxas complexa (com incentivos e flexibilidade) e contratos-quadro.<\/p>\n<p>Eles gerenciam o desempenho de seus fornecedores com parceiros de longo prazo atrav\u00e9s de rigorosas avalia\u00e7\u00f5es de desempenho e estrat\u00e9gias de melhoria cont\u00ednua.<\/p>\n<p>Para promover a objetividade e explorar o benchmarking, eles utilizam uma medida de desempenho e verifica\u00e7\u00e3o de refer\u00eancia de terceiros.<\/p>\n<p>Com seus parceiros de longo prazo, eles t\u00eam implementado programas de melhoria cont\u00ednua.<\/p>\n<p>Eles s\u00e3o respons\u00e1veis por Gastos de Cauda e gerenciam uma lista din\u00e2mica de Fornecedores Preferenciais que antecipa as demandas futuras da organiza\u00e7\u00e3o.<\/p>\n<p>Eles implementaram Solu\u00e7\u00f5es Espec\u00edficas por Categoria e criaram padr\u00f5es de sourcing com base na natureza dos modelos de inova\u00e7\u00e3o dos projetos. Os micro-projetos s\u00e3o tratados atrav\u00e9s da Rede de Especialistas e Mercados de Consultoria.<\/p>\n<p>A capacidade de fornecimento de consultoria atingiu o \u00e1pice da maturidade em compras de consultoria. Os benef\u00edcios mais importantes do gerenciamento da Categoria de Consultoria s\u00e3o agora vis\u00edveis para a empresa. O retorno do investimento do projeto e a satisfa\u00e7\u00e3o interna melhoraram. A equipe de compras \u00e9 agora vista como um parceiro-chave para a categoria, e os custos de consultoria est\u00e3o sob controle.<\/p>\n<p>&nbsp;<\/p>\n<h1 style=\"text-align: center;\"><span class=\"ez-toc-section\" id=\"how_to_use_the_consulting_procurement_maturity_grid\"><\/span><strong>Como utilizar a grade de maturidade de compras de consultoria?\u00a0<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p>&nbsp;<\/p>\n<blockquote>\n<p>\u00a0<em>\"O caminho para desenvolver uma Capacidade de Sourcing madura come\u00e7a com a mobiliza\u00e7\u00e3o da empresa, como acontece com todo esfor\u00e7o de transforma\u00e7\u00e3o\".<\/em><\/p>\n<\/blockquote>\n<p>O melhor n\u00edvel de maturidade em compras de consultoria da categoria deve ser o objetivo final para as grandes empresas em seu caminho de transforma\u00e7\u00e3o.<\/p>\n<p>Sourcing Estrat\u00e9gico, Gerenciamento de Demanda e Gerenciamento de Categoria s\u00e3o termos que eles j\u00e1 conhecem. Eles gastam centenas de milh\u00f5es de d\u00f3lares em projetos de consultoria a cada ano e poderiam economizar muito dinheiro e melhorar a qualidade utilizando os melhores processos de aquisi\u00e7\u00e3o de consultoria da categoria.<\/p>\n<p>Empresas de m\u00e9dio porte com or\u00e7amentos anuais de consultoria de $5 milh\u00f5es a $30 milh\u00f5es devem buscar um N\u00edvel de Maturidade de aquisi\u00e7\u00e3o de consultoria entre L\u00edder e Best-in-Class ou contar com servi\u00e7os de terceiros para ir al\u00e9m.<\/p>\n<p>O n\u00edvel de maturidade de consultoria l\u00edder \u00e9 um bom ponto de partida para neg\u00f3cios menores com receita anual de menos de $5 milh\u00f5es. A Categoria de Consultoria pode ser inclu\u00edda como parte de um esfor\u00e7o maior no Escopo de Compras completo se a organiza\u00e7\u00e3o ainda n\u00e3o tiver implementado o Gerenciamento de Categoria.<\/p>\n<p>A Maturidade de Compras de Consultoria deve ser vista no contexto da Maturidade mais ampla da Organiza\u00e7\u00e3o de Compras, que leva em conta pessoas e processos em particular.<\/p>\n<p>A Categoria Consultoria \u00e9 um subconjunto de compras indiretas, e todas as melhorias na Capacidade de Compras como um todo s\u00f3 podem beneficiar a Categoria Consultoria.<\/p>\n<p>A consultoria \u00e9 freq\u00fcentemente uma das mais importantes categorias de aquisi\u00e7\u00e3o indireta, mas suas caracter\u00edsticas \u00fanicas, que est\u00e3o ligadas \u00e0 diversidade e complexidade do mercado de consultoria, bem como a intangibilidade dos servi\u00e7os oferecidos, a tornaram tamb\u00e9m a mais sub-gerenciada.<\/p>\n<p>Construir uma Aquisi\u00e7\u00e3o de Consultoria madura pode n\u00e3o s\u00f3 ajudar sua Organiza\u00e7\u00e3o de Aquisi\u00e7\u00e3o, otimizando os gastos e trazendo economias significativas de OPEX, mas tamb\u00e9m pode ajudar os l\u00edderes empresariais <a href=\"https:\/\/consultingquest.com\/podcasts_smcs\/value-created-by-consulting\/\">criar mais valor atrav\u00e9s de consultoria<\/a>que impulsionar\u00e1 sua posi\u00e7\u00e3o na mesa de n\u00edvel C.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"i\"><\/span>\u00a0<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<h2><span class=\"ez-toc-section\" id=\"whats_next_for_you\"><\/span><strong>O que vem a seguir para voc\u00ea?<\/strong><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-45955\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Whats-next-scaled.jpg\" alt=\"Consultoria Maturidade\" width=\"500\" height=\"333\" title=\"\"><span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>O objetivo da grade \u00e9 definir onde voc\u00ea est\u00e1 e estabelecer seu objetivo. Mas o que est\u00e1 sobre voc\u00ea \u00e9 construir o caminho para sua transforma\u00e7\u00e3o.<\/p>\n<p>A consultoria pode agregar muito valor \u00e0 sua empresa, mas usar e adquirir servi\u00e7os de consultoria requer maturidade. Para que a consultoria seja efetiva, cinco vari\u00e1veis organizacionais devem estar em sintonia, segundo nossa opini\u00e3o.<\/p>\n<p>&nbsp;<\/p>\n<h3><span class=\"ez-toc-section\" id=\"1_convince_your_management_that_consulting_is_a_key_accelerator\"><\/span><strong style=\"color: #333333; font-size: 22px;\">1. Conven\u00e7a sua ger\u00eancia de que a Consultoria \u00e9 um acelerador chave<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Os consultores s\u00e3o frequentemente desprezados pelos executivos. Na maioria das vezes, \u00e9 porque eles n\u00e3o reconhecem o valor que os consultores fornecem \u00e0 sua empresa. Ao trabalhar com consultores, voc\u00ea deve ajudar sua ger\u00eancia a compreender o que eles recebem da consultoria e como aplic\u00e1-la em benef\u00edcio de sua empresa.  Vamos nos concentrar nas raz\u00f5es mais comuns.<\/p>\n<h4><em>Eles nem sempre entendem o que \u00e9 Consultoria:<\/em><\/h4>\n<p>Isso n\u00e3o \u00e9 uma piada. Alguns Executivos nunca lidaram com consultores antes. Algumas empresas n\u00e3o usam consultores regularmente. Algumas partes do mundo est\u00e3o menos acostumadas \u00e0 consultoria. Alguns departamentos dentro de uma empresa s\u00e3o menos propensos a colaborar com consultores.<\/p>\n<h4><em>Eles n\u00e3o entendem como a consultoria cria valor:<\/em><\/h4>\n<p>Eles podem acreditar que t\u00eam os recursos internos necess\u00e1rios para realizar a tarefa, ou que os consultores est\u00e3o simplesmente repetindo o que disseram a eles e n\u00e3o t\u00eam experi\u00eancia. Apenas 35% dos executivos sentem que as empresas de consultoria com as quais trabalharam contribu\u00edram com mais valor do que receberam em honor\u00e1rios, de acordo com a Source Global Research. A cria\u00e7\u00e3o de valor superior nem sempre implica consultoria de alta qualidade.<\/p>\n<h4><em>Trabalhar com consultores os faz sentir como se estivessem admitindo que n\u00e3o podem fazer bem o seu trabalho.<\/em><\/h4>\n<p>Isto \u00e9 verdade em certas circunst\u00e2ncias. Voc\u00ea contrata consultores porque lhe faltam as habilidades e conhecimentos internos necess\u00e1rios, ou seu projeto est\u00e1 se movendo muito lentamente. Isto, entretanto, \u00e9 necessariamente um sinal de que voc\u00ea n\u00e3o est\u00e1 fazendo seu trabalho corretamente?<\/p>\n<p>Voc\u00ea pode enfrentar um significativo recuo interno dependendo de como a alta ger\u00eancia apresenta a Equipe de Consultoria (e como ela se envolver\u00e1 com as partes interessadas internas).<\/p>\n<p>No entanto, n\u00e3o assumir tais atividades pode ser uma preocupa\u00e7\u00e3o.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"2_define_the_right_processes\"><\/span><strong style=\"color: #333333; font-size: 22px;\">2. Definir os processos corretos<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-45956\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Process-scaled.jpeg\" alt=\"Consultoria Maturidade\" width=\"600\" height=\"400\" title=\"\"><\/p>\n<p>Voc\u00ea deve definir os processos apropriados quando suas equipes estiverem prontas para aceitar consultoria. Ao lidar com consultores, h\u00e1 v\u00e1rios procedimentos a serem considerados: tomada de decis\u00e3o, fornecimento e gerenciamento de projetos.<\/p>\n<p>A cria\u00e7\u00e3o de um sistema de avalia\u00e7\u00e3o de desempenho e a implementa\u00e7\u00e3o de Gerenciamento de Categoria para a Categoria Consultoria s\u00e3o as melhores maneiras de analisar o desempenho tanto de seu neg\u00f3cio como de seus fornecedores.<\/p>\n<h4><em>Certifique-se de que seu processo de tomada de decis\u00e3o esteja bem definido:<\/em><\/h4>\n<p>A capacidade de criar valor atrav\u00e9s de consultoria depende muito do processo de tomada de decis\u00e3o. Quando isso faz mais sentido para voc\u00ea, voc\u00ea quer gastar seu dinheiro. Seu m\u00e9todo deve fornecer o valor correto ao mesmo tempo em que minimiza o trabalho e a irrita\u00e7\u00e3o.<\/p>\n<p>A chave \u00e9 afinar os procedimentos de tomada de decis\u00e3o em rela\u00e7\u00e3o ao valor estrat\u00e9gico e ao custo das iniciativas. Isso envolve, por exemplo, determinar o limiar apropriado abaixo do qual os projetos passam por um procedimento simplificado e mais r\u00e1pido (menos participantes, menor valida\u00e7\u00e3o, pouca ou nenhuma concorr\u00eancia obrigat\u00f3ria).<\/p>\n<h4><em>Polonize seu processo de fornecimento:<\/em><\/h4>\n<p>Seu m\u00e9todo de fornecimento de consultoria deve ser consistente com seus procedimentos de fornecimento. Tenha em mente as caracter\u00edsticas \u00fanicas da categoria Consultoria, o que requer uma forte comunica\u00e7\u00e3o entre a Procurement e as linhas de neg\u00f3cios.<\/p>\n<h4><em>Estabelecer um procedimento de gerenciamento de projetos:<\/em><\/h4>\n<p>Voc\u00ea est\u00e1 em um cen\u00e1rio \u00fanico quando terceiriza projetos para consultores externos: voc\u00ea tem dois gerentes de projeto, um interno e um externo. Os elementos b\u00e1sicos, no entanto, permanecem os mesmos. Voc\u00ea deve estabelecer a governan\u00e7a, estabelecer KPIs, criar uma linha do tempo e realizar avalia\u00e7\u00f5es freq\u00fcentes. \u00c9 claro, voc\u00ea pode solicitar um modelo de governan\u00e7a \u00e0 equipe de consultoria.<\/p>\n<p>Voc\u00ea provavelmente tem um l\u00edder de projeto e um patrocinador de projeto sobre esta nota. Separar os \u00f3rg\u00e3os dirigentes para implementa\u00e7\u00e3o e dire\u00e7\u00e3o poderia ser uma boa abordagem.<\/p>\n<h4><em>Avalia\u00e7\u00e3o do desempenho:<\/em><\/h4>\n<p>Para manter a qualidade de seu painel, voc\u00ea deve avaliar o desempenho de seus fornecedores de consultoria. Voc\u00ea deve implementar um sistema simples, de f\u00e1cil utiliza\u00e7\u00e3o, met\u00f3dico e, de prefer\u00eancia, ligado ao seu sistema de gest\u00e3o de fornecedores.<\/p>\n<p>Compartilhar as descobertas com v\u00e1rias partes interessadas para obter seu apoio ao sistema e usar as informa\u00e7\u00f5es para desenvolver estrat\u00e9gias de melhoria e gerenciar as rela\u00e7\u00f5es com os fornecedores.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-45790 size-medium\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Maturity-Measure-300x300.png\" alt=\"Medida de matura\u00e7\u00e3o\" width=\"300\" height=\"300\" title=\"\"><\/p>\n<h3><span class=\"ez-toc-section\" id=\"3_build_the_right_organization\"><\/span><strong style=\"color: #333333; font-size: 22px;\">3. Construir a organiza\u00e7\u00e3o certa<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Agora voc\u00ea tem os blocos de constru\u00e7\u00e3o essenciais para criar valor, mas o componente mais crucial do sistema ainda est\u00e1 faltando: as pessoas. N\u00e3o h\u00e1 uma organiza\u00e7\u00e3o de solu\u00e7\u00e3o \u00fanica que lhe proporcione todos os benef\u00edcios; ao contr\u00e1rio, h\u00e1 muitas escolhas a serem consideradas e equilibradas para descobrir o melhor compromisso para sua situa\u00e7\u00e3o \u00fanica.<\/p>\n<h4><em>(fa\u00e7a-voc\u00ea-mesmo.) Fa\u00e7a voc\u00ea mesmo:<\/em><\/h4>\n<p>Este \u00e9 o m\u00e9todo mais simples de implementar para organiza\u00e7\u00f5es de pequeno e m\u00e9dio porte (mas n\u00e3o necessariamente para obter os melhores resultados). Para empresas com um or\u00e7amento apertado, n\u00f3s o sugerimos. Os executivos conduzir\u00e3o as compras do in\u00edcio ao fim sem a assist\u00eancia da fun\u00e7\u00e3o de compras.<\/p>\n<p>A equipe administrativa s\u00eanior pode supervisionar e decidir sobre alguns projetos-chave, enquanto as iniciativas abaixo de um determinado limite estar\u00e3o nas m\u00e3os do patrocinador do projeto. Se voc\u00ea quiser evitar surpresas, suas regras devem ser extremamente expl\u00edcitas e bem redigidas.<\/p>\n<h4><em>Com o aux\u00edlio de uma consultoria especializada em insights de maturidade de Procurement (part-time ou full-time):<\/em><\/h4>\n<p>Se o gerenciamento de Projetos de Consultoria for um objetivo estrat\u00e9gico e o n\u00famero de projetos for significativo, voc\u00ea pode considerar a contrata\u00e7\u00e3o de um funcion\u00e1rio em tempo parcial ou em tempo integral para auxiliar nos Projetos de Consultoria.<\/p>\n<p>Essa op\u00e7\u00e3o oferece maior controle sobre como os projetos s\u00e3o avaliados e gerenciados. Al\u00e9m disso, o ponto focal dedicado poder\u00e1 aprimorar suas habilidades de consultoria e fornecer conselhos mais avan\u00e7ados aos seus funcion\u00e1rios.<\/p>\n<p>Esta estrat\u00e9gia requer processos extremamente bem definidos e grande comunica\u00e7\u00e3o entre os executivos de compras e neg\u00f3cios. Tenha em mente que existe uma linha estreita entre dar muito controle \u00e0s Compras e dar demasiada influ\u00eancia aos executivos de neg\u00f3cios.<\/p>\n<p>Sua aquisi\u00e7\u00e3o pode ser limitada se os projetos forem muito complicados ou pouco comuns. Considere a possibilidade de reunir equipes multifuncionais para rever o <a href=\"https:\/\/consultingquest.com\/pt-br\/insights\/facilitando-rfp-consultoria\/\">RFP e proposta<\/a>.<\/p>\n<h4><em>Reunindo o melhor dos dois mundos:<\/em><\/h4>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-45969 size-full alignright\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/BOBW.jpg\" alt=\"Maturidade de Aquisi\u00e7\u00f5es de Consultoria\" width=\"600\" height=\"338\" title=\"\" srcset=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/BOBW.jpg 600w, https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/BOBW-480x270.jpg 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) 600px, 100vw\" \/><\/p>\n<p>Para empresas com um alto or\u00e7amento de consultoria, a solu\u00e7\u00e3o ideal \u00e9 construir uma equipe de consultoria e incorporar algum tipo de controle no processo de sele\u00e7\u00e3o de projetos cr\u00edticos.<\/p>\n<p>A combina\u00e7\u00e3o de consultores anteriores com especialistas em compras pode fornecer a voc\u00ea bases excepcionalmente s\u00f3lidas para construir e ajud\u00e1-lo a evitar alguns erros t\u00edpicos.<\/p>\n<p>Uma equipe de consultoria especializada tamb\u00e9m pode come\u00e7ar a medir o desempenho, negociar contratos-quadro, obter descontos por volume, desenvolver estrat\u00e9gias de melhoria e identificar sinergias. Ao mesmo tempo, a tomada de decis\u00f5es ser\u00e1 centralizada, permitindo que voc\u00ea concentre seus esfor\u00e7os e recursos nas tarefas mais importantes.<\/p>\n<p>Algumas equipes dedicadas \u00e0 Consultoria de Compras seguem \u00e0 risca as melhores pr\u00e1ticas tradicionais de compras. N\u00e3o nos interprete mal: n\u00f3s achamos isso \u00f3timo. Voc\u00ea receber\u00e1 os resultados que merece se os melhores m\u00e9todos forem aplicados aos conceitos incorretos.<\/p>\n<h4><em>Fazer uso de especialistas externos:<\/em><\/h4>\n<p>Outra op\u00e7\u00e3o para organiza\u00e7\u00f5es que querem agregar valor atrav\u00e9s de consultoria, mas n\u00e3o querem desenvolver estruturas particulares, \u00e9 contratar empresas de consultoria externas para ajud\u00e1-las. Usando organiza\u00e7\u00f5es especializadas com experi\u00eancia distinta dedicadas \u00e0 Consultoria de Compras da mesma forma que algumas empresas est\u00e3o terceirizando sua Fun\u00e7\u00e3o de Efic\u00e1cia Organizacional para consultores externos.<\/p>\n<p>Estas empresas podem ajudar em tudo, desde o sourcing a projetos espec\u00edficos at\u00e9 a cria\u00e7\u00e3o de todo um sistema de gerenciamento de desempenho. Elas podem trabalhar com as atuais equipes de compras para ajudar com sourcing e escopo enquanto as equipes de compras gerenciam o relacionamento e as negocia\u00e7\u00f5es, dependendo do cen\u00e1rio.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"4_hire_the_right_people\"><\/span><strong style=\"color: #333333; font-size: 22px;\">4. Alugue as pessoas certas<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Se voc\u00ea tiver concordado com uma id\u00e9ia organizacional, precisar\u00e1 contratar as pessoas certas e descobrir os incentivos corretos para garantir que a prioridade estrat\u00e9gica de gera\u00e7\u00e3o de valor seja cumprida. A Consultoria de Sourcing \u00e9 uma tarefa dif\u00edcil. Suas equipes devem ter uma mistura de habilidades em sourcing, consultoria, gerenciamento de projetos e neg\u00f3cios.<\/p>\n<h4><em>Identifique pessoas importantes:<\/em><\/h4>\n<p>Gerenciar consultoria n\u00e3o \u00e9 uma tarefa simples. Os executivos devem estar bem versados em processos de aquisi\u00e7\u00e3o e consultoria.<\/p>\n<h5>\u00a0<strong>\u2013 Habilidades de compras<\/strong><\/h5>\n<p>O respons\u00e1vel pela Consultoria de Aprovisionamento tem obviamente alguma experi\u00eancia em Aprovisionamento. Ele\/ela precisa ter uma boa compreens\u00e3o dos conceitos de Strategic Sourcing, Negocia\u00e7\u00e3o e Gest\u00e3o de Categorias. Al\u00e9m disso, ele tamb\u00e9m precisa dominar as habilidades tradicionais do comprador: escopo, fornecimento, negocia\u00e7\u00f5es e relacionamento com fornecedores.<\/p>\n<h5>\u00a0<strong>- Habilidades de neg\u00f3cio\u00a0<\/strong><\/h5>\n<p>Para auxiliar v\u00e1rios segmentos da empresa na defini\u00e7\u00e3o do escopo de suas necessidades e na determina\u00e7\u00e3o da prioridade de seus projetos, ele\/ela deve primeiro compreender a din\u00e2mica empresarial e os limites de cada fun\u00e7\u00e3o.<\/p>\n<h5>\u00a0<strong>\u2013 Conhecimento em consultoria<\/strong><\/h5>\n<p>Al\u00e9m do conhecimento do mercado, o executivo de Suprimentos precisa dominar os benef\u00edcios e limita\u00e7\u00f5es da Consultoria como ferramenta. O que os Executivos podem tirar da Consultoria em uma determinada situa\u00e7\u00e3o? E o que n\u00e3o ser\u00e1 obtido atrav\u00e9s da Consultoria?<\/p>\n<p>Al\u00e9m disso, os Executivos de Compras est\u00e3o na posi\u00e7\u00e3o ideal para desafiar o patrocinador do projeto e o l\u00edder do projeto sobre o escopo e a fase dos projetos, se a cultura da empresa permitir.<\/p>\n<h5>\u00a0<strong>\u2013 Habilidades de gerenciamento de projetos<\/strong><\/h5>\n<p>Finalmente, os projetos de consultoria devem ser organizados e monitorados como outros projetos. Os Executivos de Compras ajudam seus clientes internos a implementar as melhores pr\u00e1ticas de gerenciamento de projetos para projetos de Consultoria. Certificar-se de ter as partes interessadas certas envolvidas desde o in\u00edcio, colocar a governan\u00e7a do projeto em pr\u00e1tica, liderar revis\u00f5es intermedi\u00e1rias de projetos longos e garantir que eles ainda estejam no caminho certo.<\/p>\n<p><em>Dica : Em vez de tentar encontrar a ave rara conhecendo todas as capacidades e com experi\u00eancia em compras, tente encontrar uma que atenda a maioria de seus requisitos e construa uma rede de executivos na empresa que possam ser solicitados sobre t\u00f3picos espec\u00edficos. <\/em><\/p>\n<h4><em>Criar um sistema de recompensa apropriado:<\/em><\/h4>\n<p>Mas para obter os melhores talentos certos e mant\u00ea-los, voc\u00ea precisa ter os incentivos certos. Muitas empresas compensam seus Executivos de Compras pelas economias obtidas. Ele incentiva os compradores a optarem pelo lance mais baixo, em vez do melhor lance, ou se envolverem apenas na \u00faltima fase das negocia\u00e7\u00f5es de fornecimento.<\/p>\n<p>Nunca subestime a import\u00e2ncia dos b\u00f4nus para explicar os comportamentos das pessoas em uma organiza\u00e7\u00e3o. Mesmo que se possa desafiar a l\u00f3gica de focar a energia em 20% de sua remunera\u00e7\u00e3o, este \u00e9 geralmente o incentivo para muitos executivos.<\/p>\n<p><em>Como forma de enfatizar a import\u00e2ncia da qualidade, a maioria dos fabricantes automotivos incluiu em algum momento a Qualidade, o feedback do cliente e o feedback de terceiros (ou seja, JD Power) como parte dos principais indicadores que geram b\u00f4nus coletivos.<\/em><\/p>\n<p>Portanto, seus incentivos devem estar alinhados com sua Estrat\u00e9gia e suas ambi\u00e7\u00f5es. Quer aumentar a qualidade dos seus fornecedores de consultoria? Vincular sua remunera\u00e7\u00e3o ao desempenho dos fornecedores e \u00e0 satisfa\u00e7\u00e3o de seus clientes internos.<\/p>\n<p>Quer reduzir seus custos como empresa? Adicione um incentivo de equipe nas metas de redu\u00e7\u00e3o de custos para incentivos individuais. Voc\u00ea quer ter certeza de que todos respeitam as novas regras? Adicione a conformidade do processo aos seus KPIs e integre-a ao c\u00e1lculo de incentivos.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"5_emphasize_collaboration\"><\/span><strong style=\"color: #333333; font-size: 22px;\">5. Enfatizar a colabora\u00e7\u00e3o<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>A colabora\u00e7\u00e3o entre suas equipes \u00e9 fundamental para o sucesso de qualquer projeto de Consultoria do in\u00edcio ao fim. Uma cultura que incentiva o gerenciamento de projetos e o trabalho em equipe ajudar\u00e1 o sucesso de seus projetos de Consultoria.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-45972\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Collab-scaled.jpg\" alt=\"Consultar Grade de Maturidade de Compras \" width=\"900\" height=\"450\" title=\"\"><\/p>\n<h4><span lang=\"EN-US\">Incentive a colabora\u00e7\u00e3o multifuncional<\/span><\/h4>\n<p>Assim como a Consultoria, os servi\u00e7os intang\u00edveis s\u00e3o complicados de lidar porque o conhecimento para conduzir o processo de aquisi\u00e7\u00e3o desde a estrat\u00e9gia at\u00e9 o fornecimento e o gerenciamento de fornecedores est\u00e1 em m\u00e3os diferentes.<\/p>\n<p>Voc\u00ea precisar\u00e1 da equipe de estrat\u00e9gia e\/ou transforma\u00e7\u00e3o para lembrar os objetivos estrat\u00e9gicos e o roteiro de transforma\u00e7\u00e3o, alinhar as diferentes equipes e ajudar a definir o valor estrat\u00e9gico de um projeto.<\/p>\n<p>A \u00e1rea de finan\u00e7as tamb\u00e9m deve estar envolvida em trazer sua perspectiva sobre o or\u00e7amento, monitorando as despesas de consultoria, definindo os limites, acompanhando os benef\u00edcios e garantindo a classifica\u00e7\u00e3o cont\u00e1bil adequada.<\/p>\n<p>\u00c9 claro que o Procurement deve fazer parte do jogo para trazer suas melhores pr\u00e1ticas de sourcing e gerenciamento de categorias, analisar o mercado, construir a lista de fornecedores em potencial e verificar refer\u00eancias.<\/p>\n<p>As fun\u00e7\u00f5es devem estar envolvidas e trazer conhecimentos espec\u00edficos e conhecimento de mercado ao fornecer projetos significativos.<\/p>\n<p>Finalmente, as Linhas de Neg\u00f3cios estar\u00e3o l\u00e1 para traduzir Estrat\u00e9gia em projetos, definir escopo, gerenciar projetos e dar feedback.<\/p>\n<p>Em cada etapa do processo, voc\u00ea precisar\u00e1 de duas ou mais dessas fun\u00e7\u00f5es envolvidas. Incentive a colabora\u00e7\u00e3o multifuncional e estabele\u00e7a equipes multifuncionais para que as pessoas busquem o apoio de outras fun\u00e7\u00f5es e facilitem o processo. Al\u00e9m da melhoria, os projetos de uma determinada \u00e1rea podem desencadear ideias para outros departamentos ou linhas de neg\u00f3cios.<\/p>\n<h4><em>Estabelecer uma cultura de projeto:<\/em><\/h4>\n<p>Finalmente, voc\u00ea precisar\u00e1 de uma cultura de projeto. Projetos terceirizados para consultores precisam ser tratados como qualquer outro projeto internamente, mas tamb\u00e9m, e talvez mais importante, voc\u00ea precisa ter certeza de que os resultados de um projeto se encaixam perfeitamente em sua organiza\u00e7\u00e3o e cultura existentes.<\/p>\n<p>Voc\u00ea n\u00e3o pode implementar um processo de gerenciamento de projetos muito rigoroso para projetos terceirizados, definir expectativas, implementar marcos, KPIs, revis\u00f5es intermedi\u00e1rias de projetos e medidas de desempenho se n\u00e3o tiver expectativas semelhantes para projetos internos. Isso n\u00e3o vai funcionar.<\/p>\n<p>Suas equipes ficar\u00e3o relutantes em aplicar seus processos e encontrar\u00e3o solu\u00e7\u00f5es alternativas para afrouxar os processos ou evitar\u00e3o trabalhar com consultores. E em ambos os casos, voc\u00ea n\u00e3o ter\u00e1 todos os benef\u00edcios de trabalhar com Consultores.<\/p>\n<p>Por \u00faltimo, mas n\u00e3o menos importante, leve em considera\u00e7\u00e3o para projetos de consultoria que tanto o projeto quanto o p\u00f3s-projeto devem ser cuidadosamente planejados e gerenciados. A empresa tem que estar pronta para quando os consultores partirem. As atividades e o conhecimento devem ser transferidos adequadamente para evitar a perda de \u00edmpeto.<\/p>\n<p>N\u00e3o podemos deixar de enfatizar a import\u00e2ncia desse trabalho de planejamento quando se trata de diagn\u00f3sticos, estudos e recomenda\u00e7\u00f5es. Caso contr\u00e1rio, o relat\u00f3rio caber\u00e1 muito bem na sua estante. S\u00f3 n\u00e3o se esque\u00e7a de tirar o p\u00f3 de vez em quando. Aproveite os consultores para distribuir as conclus\u00f5es e dar o pontap\u00e9 inicial na pr\u00f3xima fase. Eles ficar\u00e3o mais do que felizes em faz\u00ea-lo.<\/p>\n<h1><span class=\"ez-toc-section\" id=\"in_conclusion\"><\/span><strong>Em conclus\u00e3o,<\/strong><span class=\"ez-toc-section-end\"><\/span><\/h1>\n<p>A prepara\u00e7\u00e3o de sua organiza\u00e7\u00e3o para criar mais valor atrav\u00e9s de consultoria \u00e9 uma jornada emocionante.  A configura\u00e7\u00e3o correta depender\u00e1 da ambi\u00e7\u00e3o que voc\u00ea tem para esta transforma\u00e7\u00e3o.<\/p>\n<p>Com certeza tocar\u00e1 em v\u00e1rios aspectos a partir de sua Estrat\u00e9gia e prioridades para usar a consultoria nos processos de tomada de decis\u00e3o, enquanto tamb\u00e9m abordar\u00e1 os aspectos culturais chave para torn\u00e1-la um sucesso.<\/p>\n<p>Se voc\u00ea utiliza quantidades significativas de servi\u00e7os de consultoria, voc\u00ea provavelmente criar\u00e1 uma equipe dedicada. Al\u00e9m de ser de grande ajuda para todos os seus projetos de sourcing, uma equipe dedicada ser\u00e1 a pedra angular para implementar um sistema eficiente de gerenciamento de categoria e gerenciamento de desempenho para sua categoria de consultoria.<\/p>\n<p>A pontua\u00e7\u00e3o de maturidade em compras de consultoria de uma empresa \u00e9 definida por sua capacidade de execu\u00e7\u00e3o em dimens\u00f5es-chave, avaliada atrav\u00e9s de uma lista de perguntas.<\/p>\n<p>Esta pontua\u00e7\u00e3o pode ajudar as empresas a acompanhar seu progresso e identificar \u00e1reas para melhoria. Se voc\u00ea est\u00e1 procurando melhorar a pontua\u00e7\u00e3o de maturidade em compras de consultoria de sua empresa, a jornada come\u00e7a com a compreens\u00e3o de onde voc\u00ea est\u00e1 agora.<\/p>\n<p>Voc\u00ea j\u00e1 tentou usar a grade de maturidade de compras de consultoria? Qual foi sua experi\u00eancia? Informe-nos nos coment\u00e1rios abaixo.<\/p>\n<p class=\"bottom\" style=\"color: transparent; font-size: 1px;\">Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade de Aquisi\u00e7\u00e3o Maturidade das aquisi\u00e7\u00f5es Maturidade das aquisi\u00e7\u00f5es Maturidade das compras Maturidade das compras Maturidade das compras Maturidade das compras Maturidade das compras Maturidade das compras Maturidade das compras Maturidade das compras Maturidade das compras Maturidade das compras<\/p>\n<p>&nbsp;<\/p>\n<p>[\/ et_pb_text] [\/ et_pb_column] [\/ et_pb_row] [\/ et_pb_section]<\/p>\n<span class=\"et_bloom_bottom_trigger\"><\/span>","protected":false},"excerpt":{"rendered":"<p>A maturity grid, also known as a maturity model, is a simple yet effective tool used to measure an organization&#8217;s progress along a specific goal. <\/p>","protected":false},"author":4,"featured_media":45777,"template":"","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"<p>The procurement maturity level reflects how well a company or a system inside a company is doing, as well as its potential to improve through time. As a consultant, you may deal with businesses having several divisions at varying stages of development.<\/p><p>Many clients have difficulty articulating exactly what is wrong and what they want done. They frequently discuss symptoms rather than fundamental problems, such as flat sales, declining margins, or rising receivables. As a result, the consultant generally bears the brunt of the project scoping responsibility.<\/p><p>Consulting Procurement Organizations should strive to achieve a high degree of maturity, where the team uses best-in-class techniques and results in considerable efficiency advantages for the Procurement group and the firm as a whole. However, before an organization can chart its course to greatness, it must first assess its current position on the Consulting Procurement Maturity Grid.<\/p><p>Understanding where you started on your Consulting Procurement Journey is almost as critical as figuring out where you want to go.<\/p><p><img class=\"alignnone size-full wp-image-45787\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Maturity-grid-cover.png\" alt=\"Maturity Grid\" width=\"1920\" height=\"1080\" \/><\/p><h3>\u00a0<\/h3><h1><strong>What is a capability maturity grid?<\/strong><\/h1><p>A maturity grid, also known as a maturity model, is a tool used to measure an organization's progress toward a goal.<\/p><p>The left-hand column of the grid, which is a matrix with rows and columns, usually includes the criteria that will be examined. The columns in each column's corresponding row define, in a few words, the usual behavior of an organization at each phase of development. A maturity model typically includes 10 or fewer rows, with the first row indicating the entry-level and the last row defining fully evolved best practices.<\/p><p>Maturity grids can be used to offer an initial benchmark for how near an organization is to be \"completely evolved\" in terms of the criteria being examined. They can also be used to facilitate talks and provide a path for management to follow.<\/p><p>The criteria that will be examined are usually listed in the left-hand column of the grid, which is a matrix with rows and columns.<\/p><p>Perhaps you've come across the term 'maturity assessment score' in the sales and marketing departments... But you're uncertain what it is.<\/p><p><strong>Let's get it straight!<\/strong><\/p><p>A maturity assessment is simply a resource for the user that helps suggest whether a particular solution or strategy is suited for them depending on the responses they supply.<\/p><p>It's a discovery tool for the company that helps better qualify prospects based on their replies in the assessment \u2014 to check whether they're \"ready.\"<\/p><p>Another example: The US Department of Defense financed the development of the Capability Maturity Model. It resulted from an investigation of the business practices and performance of a large number of private enterprises that contract with the military in various ways.<\/p><ul><li>Level 1 \u2013 Initial<\/li><li>Level 2 \u2013 Repeatable<\/li><li>Level 3 \u2013 Defined<\/li><li>Level 4 \u2013 Managed (Capable)<\/li><li>Level 5 \u2013 Optimizing (Efficient)<\/li><\/ul><p>\u00a0<\/p><p><img class=\"aligncenter wp-image-45776\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Characteris-1.png\" alt=\"Consulting Maturity\" width=\"600\" height=\"338\" \/><\/p><h3>\u00a0<\/h3><h1><strong>What is <\/strong>The Consulting Procurement Maturity Grid?<\/h1><p>The Consulting Procurement Maturity Grid was created to help businesses in determining where they are now, where they should go in the future, the value of doing so, and how to get there.<\/p><p>The maturity grid touches upon four key areas that are\u00a0essential to Consulting Procurement:<\/p><h3><strong>\u21d2 Strategy, Governance & Organization: <\/strong><\/h3><p>Strategy refers to the overall plan for how the organization will achieve its goals. Governance is the set of formal rules and structures that guide decision-making within the organization. Organization describes the way that teams are structured and managed within the company.<\/p><p>Each of these areas is essential for achieving consulting excellence.\u00a0The maturity grid explores how the decisions are made when buying consulting services, who is involved and how consulting supports the strategy.<\/p><p>For example, at the highest level of maturity, you will find a collaborative approach to consulting sourcing and systematic make-or-buy assessments.<\/p><p>In order to reach the highest level of consulting procurement maturity, organizations must have a clear and well-executed strategy, strong governance structures in place, and a well-organized workforce.<\/p><h3><strong>\u21d2 Sourcing Process:<\/strong><\/h3><p>The sourcing process describes how goods and services are purchased from scoping to contracting. This dimension explores not only the adequacy of the process to the volume of consulting projects handled, but also the different steps within the process.<\/p><p>The first phase in the sourcing process is scoping, which involves defining the project's parameters and identifying key stakeholders.<\/p><p>The selection of the consulting firm that best fits the project's needs is part of the second step, which is called sourcing.<\/p><p>The third stage, contracting, includes describing the terms of a contract with the consulting firm.<\/p><p>Transferring is the fourth and last step, which entails handing over the project to the consulting firm and ensuring that they have all of the resources necessary to execute the project effectively.<\/p><p>Internal stakeholders may have difficulty articulating their objectives, or they may be unclear about the process. As a result, the consulting process can be inefficient and frustrating for both parties. By having a well-designed process in place, consultants can improve communication and ensure that everyone is on the same page.<\/p><p>This can lead to more efficient projects and happier clients. In addition, a well-designed process can also help to improve satisfaction levels among internal stakeholders. <span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">For example, at a high-level of maturity, companies will have a sourcing process <\/span>differentiated by the nature of projects that could be strategic or non-strategic. Most suppliers will be selected through competitive bidding and their references\u00a0will be checked systematically.<\/p><h3><strong>\u21d2 Enablers:<\/strong><\/h3><p>Enablers are essential for success in every sector, including consulting. <span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">The e<\/span>nablers are those little things that must be in place for an organization to move up the consulting procurement maturity grid. Without these enablers, an organization will either not be able to take advantage of opportunities or be at a disadvantage compared to its competitors.<\/p><p><span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">The enablers<\/span> can be manuals, guidelines, and systems from taxonomy to digital solutions, there is a range of enablers that may assist make consulting more efficient and productive.<\/p><p>Data may benefit from taxonomy's organizing and classification, which will make it simpler to find and use. Data exchange and operation automation can both be facilitated by digital technologies. These two enablers may both improve the efficacy and efficiency of consulting.<\/p><p><span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">But <\/span>they must work together in synergy; if one enabler is not aligned with the rest of the corpus or not working well, it will drag down the performance\u00a0of the consulting procurement capability as a whole.<\/p><p>Furthermore, these enablers can aid in improving consultant-client communication. Consultants may improve their services and outcomes by utilizing these enablers.<\/p><h3><strong>\u21d2 Category Management:<\/strong><\/h3><p>Category management is a strategic process-based approach that \"focuses on the vast majority of an organization's spend on goods and services with third-party suppliers\". In application to procurement and supply management (P&SM;), category management refers to organizing the resources of the procurement team to focus on the organization's supply market (as opposed to internal customers or departmental functions) in order to fully leverage purchasing decisions.<\/p><p>Category management process involves segmenting the main areas of organizational spend into discrete groups of products and services according to their function. Category management has been mostly successful in large product categories. Smaller traders usually do not have the structure and resources to implement it.<\/p><p>For each one of these areas, the grid defines what policies, methodologies or tools a company uses at a given level of procurement maturity described.<\/p><p>The most advanced consulting procurement groups will implement all the best practices of category management for the consulting category. It could be tail spend management, or bilateral feedback to and from consulting suppliers.<\/p><blockquote><p><em>\u201cConsulting Procurement Capability, like any other sector, is being developed in phases. Today, you can quickly measure your company's procurement capability maturity and work to enhance it. Any business may achieve a better standard and achieve success with Consulting Procurement Capability.\u201d<\/em><\/p><\/blockquote><h2><strong>How is the consulting procurement maturity score of a company defined?<\/strong><\/h2><p>\u00a0<\/p><p><img class=\"aligncenter wp-image-45971\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/7-levers-7.png\" alt=\"Procurement Maturity\" width=\"600\" height=\"337\" \/><\/p><p>\u00a0<\/p><p>The procurement maturity score of a company is defined by its ability to successfully execute complex consulting and procurement projects. The score is based on a maturity grid that takes into account a company's experience, size, geographical location, and industry sector.<\/p><p>The grid is used to assess a company's readiness to undertake specific types of projects. A company with a high consulting procurement maturity score is likely to have a successful track record in delivering similar projects and will be able to handle the complexity of a project.<\/p><p>A company with a low consulting procurement maturity score, on the other hand, may be less experienced and may not have the resources or capabilities to successfully complete a project.<\/p><p>The consulting procurement maturity score of a company is an important factor to consider when selecting a provider for a consulting or procurement project. The score on the maturity grid is calculated through an assessment based on a list of questions that offers for each key dimension the different options.<\/p><p>Each option corresponds to a level of consulting procurement maturity.\u00a0For instance, an option at level Operational will score 1, Standard will score 2, Leading will score 3 and Best-in-Class will score 4.<\/p><p>At the end of the survey, a company will get the average score on all the options and dimensions which will be its consulting procurement maturity score.<\/p><p>\u00a0<\/p><h1 style=\"text-align: center;\"><strong>What are the various Levels of Consulting Procurement Maturity in organizations?<\/strong><\/h1><p>\u00a0<\/p><p>If we talk about levels of Maturity, we are talking about the organization and what level is that particular organization at<\/p><h2><strong style=\"color: #333333; font-size: 18px;\">1. Operational:<\/strong><\/h2><p>Consulting Services are not covered by defined processes in an operational organization. The majority of the time, consulting spend is dispersed and sourced by operational teams. As a result, the business only has a limited view of Consulting Expenditure and does not employ a dashboard or spend monitoring tool for Consulting.<\/p><p>If at all, the Procurement Group is involved at the end of the process. The teams have a poor understanding of the consulting industry and are frequently focused on local players.<\/p><p>Suppliers are chosen based on personal contacts, and the provider sets the terms and circumstances.<\/p><p>The Consulting Category is poorly handled, and there is a lot of room for savings and development.<\/p><h2><strong style=\"color: #333333; font-size: 18px;\">2. Standard:<\/strong><\/h2><p>A Standard Organization has begun putting protocols in place to handle the large Consulting project. A basic dashboard in a spreadsheet is used to track overall consulting spend on a regular basis.<\/p><p>For initiatives that exceed a specific level, demand management is done. Procurement is engaged in significant acquisitions, and there is a designated Consulting Procurement Leader. Despite their little knowledge of the consulting market, the teams are able to organize competitive bidding in 50% of the projects and demand references throughout the RFP Process.<\/p><p>They implemented a comprehensive NDA throughout the RFP stage and established a baseline Contractual form for Consulting purchases. To manage the relationship, they conduct post-project debriefings with the provider.<\/p><p>The company recognizes the importance of consulting sourcing management.<\/p><p>As <a href=\"https:\/\/conavigo.com\/\">Consulting Procurement Capabilities<\/a> improve, the strategic value gap begins to close. Teams get an awareness of the Consulting Market's unique characteristics.<\/p><p><img class=\"aligncenter wp-image-45789\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/New-maturity-grid.png\" alt=\"Maturity Model\" width=\"900\" height=\"506\" \/><\/p><h2><strong style=\"color: #333333; font-size: 18px;\">3. Leading:<\/strong><\/h2><p>The Leading Organization has established a strong Consulting Services Category Management. Stakeholders are assembled for complicated projects to guarantee alignment and buy-in. A professional Consulting Procurement Team supports sourcing and negotiating with fundamental market knowledge. The majority of purchases involve procurement.<\/p><p>The majority of suppliers are chosen through competitive bidding, which includes a methodical presentation of the most attractive bids as well as reference checks. For the primary suppliers, the Consulting Procurement team employs frame contracts.<\/p><p>The company has implemented project-specific sourcing processes as well as systematic demand management. For the key Capabilities, a Preferred Supplier List is offered.<\/p><p>The Procurement team has created a Performance Management System that includes intermediate project check-ins to assure alignment, contractual change management, and advanced post-assignment performance evaluations (expertise, posture, ROI, etc.).<\/p><p>The company has implemented automated procedures for approval and performance evaluation, as well as an automated dashboard and cost tracking.<\/p><p>The company is one step away from having a fully developed Consulting Sourcing Capability. The strategy framework for achieving this has been completed, and the company is ready to move on to the next step.<\/p><h2><strong style=\"color: #333333; font-size: 18px;\">4. Best-in-class:<\/strong><\/h2><p>A completely mature Consulting Procurement Capability has been built by a Best-in-Class Organization. The Consulting Spend and Consulting Sourcing Strategy are in line with the organization's strategic aims. The Consulting Category recognizes procurement as a complete business partner.<\/p><p>To guarantee alignment with the plan and keep spending under control, the teams conduct systematic make or buy assessments and staffing. Consulting sourcing is done in a collaborative manner.<\/p><p>The teams now have a comprehensive grasp of the market, including alternatives, benchmark fees, and new entrants. They're using a complex fee structure (with incentives and flexibility) and frame contracts.<\/p><p>They manage their suppliers' performance with long-term partners through rigorous performance assessments and on-going improvement strategies.<\/p><p>To promote objectivity and exploit benchmarking, they use a third-party performance measure and reference checking.<\/p><p>With its long-term partners, they have implemented continual improvement programs.<\/p><p>They are in charge of Tail Spend and manage a dynamic Preferred Supplier List that anticipates the organization's future demands.<\/p><p>They've implemented Category Specific Solutions and created sourcing standards based on the nature of the projects' innovation models. Micro-projects are handled through the Experts Network and Consulting Marketplaces.<\/p><p>The Consulting Sourcing Capability has reached the pinnacle of consulting procurement maturity. The most important benefits of managing the Consulting Category are now apparent to the company. The project's return on investment and internal satisfaction have both improved. The procurement team is now seen as a key partner for the category, and consulting costs are under control.<\/p><p>\u00a0<\/p><h1 style=\"text-align: center;\"><strong>How to use the consulting procurement maturity grid?\u00a0<\/strong><\/h1><p>\u00a0<\/p><blockquote><p>\u00a0<em>\u201cThe road to develop a mature Sourcing Capability begins with the mobilization\u00a0of the company, as it does with every transformative endeavor.\u201d<\/em><\/p><\/blockquote><p>The best-in-class consulting procurement maturity level should be the final goal for major firms on their transformation path.<\/p><p>Strategic Sourcing, Demand Management, and Category Management are all terms they're already acquainted with. They spend hundreds of millions of dollars on consulting projects each year and could save a lot of money and enhance quality by using best-in-class consulting procurement processes.<\/p><p>Mid-market companies with annual consulting budgets of $5 million to $30 million should aim for a consulting procurement Maturity Level between Leading and Best-in-Class or rely on third-party services to go the additional mile.<\/p><p>The Leading consulting procurement Maturity level is a good place to start for smaller businesses with annual revenues of less than $5 million. The Consulting Category can be included as part of a larger effort on the complete Procurement Scope if the organization has not yet implemented Category Management.<\/p><p>The Consulting Procurement Maturity must be seen in the context of the broader Procurement Organization Maturity, which takes into account people and processes in particular.<\/p><p>The Consulting Category is a subset of indirect procurement, and all enhancements to the Procurement Capability as a whole can only benefit the Consulting Category.<\/p><p>Consulting is frequently one of the most important indirect procurement categories, but its unique characteristics, which are tied to the Consulting Market's diversity and complexity, as well as the intangibility of the services offered, have made it the most under-managed as well.<\/p><p>Building a mature Consulting Procurement may not only assist your Procurement Organization by optimizing expenditure and bringing in significant OPEX savings, but it can also help business leaders <a href=\"https:\/\/consultingquest.com\/podcasts_smcs\/value-created-by-consulting\/\">create more value via consulting<\/a>, which will boost your position at the C-level table.<\/p><h2>\u00a0<\/h2><h2><strong>What\u2019s next for you?<\/strong><img class=\"alignright wp-image-45955\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Whats-next-scaled.jpg\" alt=\"Consulting Maturity\" width=\"500\" height=\"333\" \/><\/h2><p>The goal of the grid is to define where you stand and set up your goal. But what\u2019s on you is to build the path for your transformation.<\/p><p>Consulting can add a great deal of value to your firm but using and procuring consulting services requires maturity. In order for consulting to be effective, five organizational variables must be in sync, according to our opinion.<\/p><p>\u00a0<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">1. Convince your management that Consulting is a key accelerator<\/strong><\/h3><p>Consultants are often despised by executives. The majority of the time, it is because they do not recognize the value that consultants provide to their company. When working with consultants, you must assist your management comprehend what they get from consulting and how to apply it to the benefit of your company.\u00a0\u00a0Let's focus on the most common reasons.<\/p><h4><em>They don't always understand what Consulting is:<\/em><\/h4><p>This isn't a joke. Some Executives have never dealt with consultants before. Some businesses do not use consultants on a regular basis. Some parts of the world are less used to consulting. Some departments inside a company are less likely to collaborate with consultants.<\/p><h4><em>They don't understand how consulting creates value:<\/em><\/h4><p>They may believe they have the necessary resources in-house to do the task, or that consultants are simply repeating what they told them and lack experience. Only 35% of Executives feel the consulting companies they've worked with have contributed more value than they received in fees, according to Source Global Research. Superior value creation does not always imply high-quality consultancy.<\/p><h4><em>Working with consultants makes them feel like they're admitting they can't do their job well.<\/em><\/h4><p>This is true in certain circumstances. You hire consultants because you lack the necessary skills and knowledge in-house, or your project is moving too slowly. Is this, however, necessarily a sign that you're not doing your job properly?<\/p><p>You may face significant internal pushback depending on how top management presents the Consulting Team (and how it will engage with internal stakeholders).<\/p><p>However, not taking such activities might be a concern.<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">2. Define the right processes<\/strong><\/h3><p><img class=\"aligncenter wp-image-45956\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Process-scaled.jpeg\" alt=\"Consulting Maturity\" width=\"600\" height=\"400\" \/><\/p><p>You must define the appropriate processes when your teams are ready to accept consulting. When dealing with consultants, there are various procedures to consider: decision-making, sourcing, and project management.<\/p><p>Setting up a performance assessment system and implementing Category Management for the Consulting Category are the best ways to analyze the performance of both your business and your providers.<\/p><h4><em>Make sure your decision-making process is well-defined:<\/em><\/h4><p>The ability to create value through consulting relies heavily on the decision-making process. When it makes more sense to you, you want to spend your money. Your method must provide the correct value while minimizing labor and irritation.<\/p><p>The key is to fine-tune decision-making procedures in relation to the strategic value and cost of initiatives. That involves, for example, determining the appropriate threshold below which projects undergo a simplified and speedier procedure (fewer stakeholders, lower validation, little or no mandatory competition).<\/p><h4><em>Polish your sourcing process:<\/em><\/h4><p>Your consulting sourcing method must be consistent with your sourcing procedures. Keep in mind the unique characteristics of the Consulting category, which necessitates strong communication between Procurement and the business lines.<\/p><h4><em>Establish a project management procedure:<\/em><\/h4><p>You're in a unique scenario when you outsource projects to external consultants: you have two project managers, one internal and one external. The basic elements, however, remain the same. You must establish governance, establish KPIs, create a timeline, and conduct frequent evaluations. Of course, you may request a governance model from the consulting team.<\/p><p>You most likely have a project leader and a project sponsor on this note. Separating the governing bodies for implementation and steering could be a good approach.<\/p><h4><em>Evaluation of performance:<\/em><\/h4><p>To maintain the quality of your panel, you must evaluate the performance of your consulting providers. You must implement a simple, user-friendly system that is methodical and, preferably, linked to your vendor management system.<\/p><p>Share the findings with various stakeholders to get their support for the system, and use the information to develop improvement strategies and manage supplier relationships.<\/p><p><img class=\"alignleft wp-image-45790 size-medium\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Maturity-Measure-300x300.png\" alt=\"Maturity Measure\" width=\"300\" height=\"300\" \/><\/p><h3><strong style=\"color: #333333; font-size: 22px;\">3. Build the right organization<\/strong><\/h3><p>You now have the essential building blocks to create value, but the most crucial component of the system is still missing: people. There is no one-size-fits-all solution organization setup that will provide you with all of the benefits; rather, there are many choices to consider and balance in order to discover the optimal compromise for your unique situation.<\/p><h4><em>(DIY) Do-It-Yourself:<\/em><\/h4><p>This is the simplest method for small and medium-sized organizations to implement (but not necessarily to get the best results). For companies with a tight budget, we suggest it. Executives will conduct procurement from start to finish without the assistance of the procurement function.<\/p><p>The senior management team can oversee and decide on a few key projects, while initiatives beneath a particular threshold will be in the hands of the project sponsor. If you want to avoid surprises, your rules must be exceedingly explicit and well-written.<\/p><h4><em>With the assistance of a specialized Consulting Procurement maturity insights (part- or full-time):<\/em><\/h4><p>If managing Consulting Projects is a strategic goal and the number of projects is significant, you may want to consider hiring a part-time or full-time employee to assist with Consulting Projects.<\/p><p>This option gives you greater control over how projects are evaluated and managed. Additionally, the dedicated focal point will be able to enhance their consulting skills and provide more advanced advice to your employees.<\/p><p>This strategy necessitates extremely well-defined processes and great communication between procurement and business executives. Keep in mind that there is a narrow line between giving Procurement too much control and giving business executives too much influence.<\/p><p>Your procurement may be limited if the projects are too complicated or uncommon. Consider putting together multi-functional teams to go over the <a href=\"https:\/\/consultingquest.com\/insights\/rfp-for-consulting-made-easy\/\">RFP and proposal<\/a>.<\/p><h4><em>Bringing the best of both worlds together:<\/em><\/h4><p><img class=\"wp-image-45969 size-full alignright\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/BOBW.jpg\" alt=\"Consulting Procurement Maturity\" width=\"600\" height=\"338\" \/><\/p><p>For companies with a high consulting budget, the ideal solution is to build a consulting team and incorporate some sort of control into the process for selecting critical projects.<\/p><p>Combining previous consultants with procurement experts may provide you with exceptionally solid foundations to build on and help you avoid some typical errors.<\/p><p>A specialized consulting team may also begin measuring performance, negotiating frame contracts, obtaining volume rebates, developing improvement strategies, and identifying synergies. At the same time, decision-making will be centralized, allowing you to concentrate your efforts and resources on the most important tasks.<\/p><p>Some dedicated Consulting Procurement teams follow traditional procurement best practices to the letter. Don't get us wrong: we think this is great. You will receive the outcomes you deserve if the best methods are applied to the incorrect concepts.<\/p><h4><em>Make use of outside experts:<\/em><\/h4><p>Another option for organizations that want to add value through consulting but don't want to develop particular structures is to hire external consulting firms to help them. Using specialist organizations with distinct expertise dedicated to Consulting Procurement in the same manner that some firms are outsourcing their Organizational Effectiveness Function to external consultants.<\/p><p>These firms may assist with everything from sourcing to specific projects to setting up a whole performance management system. They can work with current procurement teams to assist with sourcing and scoping while the procurement teams manage the relationship and negotiations, depending on the scenario.<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">4. Hire the right people<\/strong><\/h3><p>If you've agreed on an organizational idea, you'll need to hire the right people and discover the correct incentives to ensure that the strategic priority of value generation is met. Sourcing Consulting is a difficult task. Your teams should have a mix of abilities in sourcing, consulting, project management, and business.<\/p><h4><em>Identify important personnel:<\/em><\/h4><p>Managing consulting is not a simple task. Executives must be well-versed in procurement and consulting processes.<\/p><h5>\u00a0<strong>- Procurement skills<\/strong><\/h5><p>The person in charge of the Consulting Procurement has obviously some Procurement background. S\/he needs to have a good understanding of the concepts of Strategic Sourcing, Negotiation and Category Management. Besides, s\/he also needs to master the traditional buyer skills: scoping, sourcing, negotiations and provider relationships.<\/p><h5>\u00a0<strong>- Business skills\u00a0<\/strong><\/h5><p>To assist various segments of the company in scoping their needs and determining the priority of their projects, s\/he must first grasp the business dynamics and the limits of each function.<\/p><h5>\u00a0<strong>- Consulting knowledge<\/strong><\/h5><p>Beyond the knowledge of the market, the Procurement executive has to master the benefits and limitations of Consulting as a tool. What can Executives get out of Consulting in a given situation? And what will not be obtained through Consulting?<\/p><p>Besides, Procurement Executives are ideally placed to challenge the project sponsor and project leader on the scope and the phasing of the projects if the company culture permits.<\/p><h5>\u00a0<strong>- Project management skills<\/strong><\/h5><p>Finally, Consulting projects have to be organized and monitored like other projects. Procurement Executives help their internal clients to implement project management best practices for Consulting projects. Making sure to have the right stakeholders involved from the start, to put project\u00a0 governance in place, to lead mid-assignment reviews for long projects and make sure they are still on track.<\/p><p><em>Tip : Rather than trying to find the rare bird understanding all capabilities and with a procurement background, try to find one that ticks most of your requirements, and build a network of executives in the company that can be solicited on specific topics. <\/em><\/p><h4><em>Create an appropriate reward system:<\/em><\/h4><p>But to get the best right talent, and keep them, you need to have the right incentives. Many Companies compensate their Procurement Executives on the savings made. It encourages buyers to go for the lowest bid, rather than the best bid, or to get involved only on the last phase of the sourcing, negotiations.<\/p><p>Never underestimate the importance of bonuses to explain the behaviors of people in an organization. Even though one could challenge the logic of focusing the energy on 20% of your compensation this is usually the driving incentive for many executives.<\/p><p><em>As a way to stress the importance of quality, most automotive manufacturers have included at some point Quality, Customer feedback and third-party feedbacks (i.e.,\u00a0JD Power) as part of the key indicators driving collective bonuses.<\/em><\/p><p>Therefore, their incentives should be in line with your Strategy and your ambitions. You want to increase the quality of your consulting providers? Link their compensation to the performance of the suppliers and the satisfaction of their internal clients.<\/p><p>You want to reduce your costs as a company? Add a team incentive on the cost reduction goals to individual incentives. You want to make sure that everyone respects the new rules? Add process compliance to your KPIs and integrate it into the incentive calculation.<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">5. Emphasize collaboration<\/strong><\/h3><p>Collaboration between your teams is critical to the success of any Consulting project from start to finish. A culture that encourages project management and teamwork will help your Consulting projects succeed.<\/p><p><img class=\"aligncenter wp-image-45972\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Collab-scaled.jpg\" alt=\"Consulting Procurement Maturity Grid \" width=\"900\" height=\"450\" \/><\/p><h4><span lang=\"EN-US\">Encourage cross-functional collaboration<\/span><\/h4><p>Like Consulting, intangible services are complicated to handle because the knowledge to drive the procurement process from strategy down to sourcing and vendor management lies in different hands.<\/p><p>You will need the strategy and\/or transformation team to remind the strategic goals and transformation roadmap, align the different teams, and help define a project's strategic value.<\/p><p>Finance, too, has to be involved in bringing their perspective on the budget, monitoring the Consulting expenses, defining the thresholds, tracking the benefits, and ensuring the proper accounting classification.<\/p><p>Of course, Procurement has to be part of the game to bring their sourcing & category management best practices, analyze the market, build the list of potential providers, and check references.<\/p><p>Functions should be involved and bring specific expertise and market knowledge when sourcing significant projects.<\/p><p>Finally, the Business Lines will be there to translate Strategy into projects, define scope, manage projects, and give feedback.<\/p><p>At each step of the process, you will need two or more of these functions to be involved. Encourage cross-functional collaboration and establish Multi-Functional Teams so people will seek the support of other functions and smooth the process. Besides improvement, projects in a given area can trigger ideas for other departments or business lines.<\/p><h4><em>Establish a project culture:<\/em><\/h4><p>Finally, you will need a project culture. Projects outsourced to consultants have to be handled like any other project internally, but also, and maybe more importantly, you need to make sure that the outcomes of a project will fit perfectly into your existing organization and culture.<\/p><p>You can't put in place a very strict project management process for outsourced projects, define expectations, put in place milestones, KPIs, mid-project reviews, and performance measures if you don't have similar expectations for internal projects. It will not work.<\/p><p>Your teams will be reluctant to apply your processes and either find workarounds to loosen the processes or avoid working with Consultants. And in both cases, you won't get all the benefits of working with Consultants.<\/p><p>Last but not least, take into account for consulting projects that both the project and the after-project have to be carefully planned and managed. The company has to be ready for when consultants depart. Activities and knowledge have to be transferred properly to avoid losing momentum.<\/p><p>We cannot stress enough the importance of this planning work when it comes to diagnostics, studies and recommendations. Otherwise the report will fit very well on your shelf. Just don't forget to dust it off once in a while. Leverage the consultants to syndicate the conclusions and kick-start the next phase. They will be more than happy to do so.<\/p><h1><strong>In Conclusion,<\/strong><\/h1><p>Gearing up your organization to create more value through consulting is an exciting journey.\u00a0\u00a0The right set-up will depend on the ambition you have for this transformation.<\/p><p>For sure it will touch on various aspects starting from your Strategy and priorities for using consulting to the decision-making processes while also addressing the key cultural aspects to make it a success.<\/p><p>If you use significant amounts of consulting services, you will probably set up a dedicated team. Besides being of great help for all your sourcing projects, a dedicated team will be the cornerstone to implementing efficient category management and performance management system for your consulting category.<\/p><p>The consulting procurement maturity score of a company is defined by its ability to execute on key dimensions, as assessed through a list of questions.<\/p><p>This score can help businesses track their progress and identify areas for improvement. If you're looking to improve your business' consulting procurement maturity score, the journey starts with understanding where you stand now.<\/p><p>Have you tried using the consulting procurement maturity grid? What was your experience? Let us know in the comments below.<\/p><p class=\"bottom\" style=\"color: transparent; font-size: 1px;\">Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity<\/p><p>\u00a0<\/p>","_et_gb_content_width":"","inline_featured_image":false},"acf":[],"_links":{"self":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/insights\/45774"}],"collection":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/insights"}],"about":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/types\/insights"}],"author":[{"embeddable":true,"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/users\/4"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/media\/45777"}],"wp:attachment":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/media?parent=45774"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}