Purchasing structures, roles, processes and strategy: Is it a case of the tail wagging the dog?

This paper addresses the issue of whether many purchasing organisations are presently attempting to operate within an inappropriate framework. Namely, are they putting structure and roles ahead of strategy and the process? To overcome the resulting problems associated with the status quo a new lean model is presented which starts with strategy development, process definition and leads on to appropriate or contingent roles, responsibilities and structures. A framework for the application of this new model is also provided in the three pillar management approach. This framework is explained in detail and rests upon three interconnected concepts, those of policy deployment, cross-functional management and supplier integration.