USA way Sprint acquired services or products . “ We started tracking all of that at the project level ,” Legaz adds . “ We now have very good metrics . We can measure how much we are saving by organization , by project , and even by individual .”
Creating these metrics gave Legaz visibility over the company ’ s costs . Additionally , he introduced regular meetings with key executives across the business to assess current demand , their forecasts , and the major
projects they had in hand . He strongly believes that his organization should support finance , marketing , HR and so on . Because traditional procurement is no longer a major driver of value , the relationship should be hands-off .
“ The procurement process doesn ’ t need to be exclusively led by the procurement team – we stay in touch , but we don ’ t always need to get deeply involved ,” Legaz
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