As a worldwide leader in commercial real estate, it’s clear why CBRE GWS has a strong focus on continuous improvement and ESG in procurement. A business priding itself on its ability to create personalised solutions for all clients has to be flexible. Delivering the client outcomes CBRE GWS has become known for needs an extremely well-oiled supply chain. Catriona Calder, its UK Procurement Director, is leading the charge.
The procurement landscape
Procurement at CBRE had already seen some great successes before Calder came on board in 2022. She joined a team of passionate and capable procurement professionals, with a number of award-winning supply chain initiatives already in place. These include the Procurement Leaders Award for Supplier Diversity & Inclusion, Best Equity, Diversity & Inclusion at the IWFM Awards, and Partners in ESG, alongside Corps Security, at the PFM Awards.
There was a strong push to expand CBRE’s ESG agenda across the supply chain. Calder’s personal aim focused on implementing a long-term procurement strategy and supporting the global team on its journey to world class procurement. “The scale of CBRE’s supply chain is notable. We have more than 6,000 suppliers actively delivering services to clients in the UK. This breadth facilitates the bespoke supply chains we create for our clients, which also differentiates us from our competitors.”
There was a strong push to expand CBRE’s ESG agenda across the supply chain. Calder’s personal aim focused on implementing a long-term procurement strategy and supporting the global team on its journey to world class procurement.
“The scale of CBRE’s supply chain is notable. We have more than 6,000 suppliers actively delivering services to clients in the UK. This breadth facilitates the bespoke supply chains we create for our clients, which also differentiates us from our competitors.”
ESG and social value as a priority
Sustainability is vitally important to CBRE. The company is passionate about harnessing its procurement spend to deliver greater social value. Additionally, with ambitious ESG goals, partnering with suppliers whose values align with those of CBRE and its clients is key.
“We, as an organisation, have invested heavily in ESG,” Calder says. “Consequently, within supply chain we focus on three pillars – decarbonisation, delivering social value, and responsible sourcing procedures. Our supplier partners have a major role to play, too.”
CBRE is in a position to share best practice, tools, and resources with their suppliers. Correspondingly, this empowers their sustainable development and helps them on their journey.
Supply chain collaboration and engagement
“There’s a reason we call them supplier partners, not just suppliers,” says Calder. “Building strong supplier partnerships requires open and honest communication, and building trust leads to improved supplier performance. Indeed, that can be the catalyst for suppliers going above and beyond. Also, each year we run our supplier partner recognition awards where we acknowledge the suppliers that have delivered exceptional service to CBRE and our clients.”
CBRE has relaunched its supplier management programme this year and is using this series of collaborative meetings to embed strategic relationships and improve supplier performance.
“The focus of our re-launched Supplier Management programme is to increase collaboration with our strategic partners,” says Calder. A centrally coordinated programme of meetings, the Supplier Management programme seeks to drive growth for both parties.
Rea the full story here.
