A Technology-Driven Approach to Sustainability: An Interview With Göran Kördel, CIO of Boliden

Even as sustainability takes centre stage across the value chain in a conscious effort to minimise the impact on the environment, governments are leveraging regulatory frameworks as powerful catalysts for fostering eco-conscious change. At this pivotal juncture, corporate leaders are faced with an essential decision; to acknowledge sustainability as a corporate duty and a strategic necessity. 

Nils Andersson, Sustainability Consultant at Opticos, sat down with Göran Kördel to discuss various aspects around sustainability, opportunities, challenges, and get an insght into Boliden’s journey in this important area.


  1. About Boliden 
  2. Guest Spotlight: Göran Kördel 
  3. Focus on Digitisation 
  4. The Approach to Sustainability 
  5. The Double Role of IT in Sustainability
  6. Data-Driven Approach to Sustainability Reporting 
  7. The Quest for Data and EU Sustainability Regulations 
  8. The Evolving Role of the CIO 
  9. Top 3 Priorities for CIOs in Sustainability 

About Boliden

Boliden is a leader in the sustainable extraction and processing of base and precious metals. Through technical innovation and expertise in mining and smelting, Boliden delivers high-quality products such as zinc and lead ingots, copper cathodes, gold, and silver granules. Their operations span across the Nordics and include prospecting, mining, smelting, and delivery to industrial customers in Europe. Read more about Boliden.

Guest Spotlight: Göran Kördel

Orchestrated under the capable leadership of Göran Kördel, the Chief Information Officer (CIO) of Boliden, the company has a unified IT organisation, where the CIO is responsible for aligning IT with the business goals. With a career spanning over two decades, Göran´s journey through the IT industry is marked by transformative roles and influential leadership, making him a driving force in adapting technology for modern challenges. Göran Kördel´s journey into the IT world began at Ericsson and then continued to Sandvik, where he held positions as President, CIO and Vice President. Göran has paved his way through the industry, and in his current role as CIO at Boliden, he continues to be a leading force in adapting technology and IT for the mining industry and beyond. 

Focus on Digitisation

 The strategic adoption of digitalization is a fundamental driver for achieving sustainability goals within any organisation. Recognising the significance of digitisation in the pursuit of sustainability, Boliden has focused on transforming its operations to become more sustainable, where the IT function plays a crucial role in the company’s success. 

 The company’s primary focus is on production, resulting in an emphasis on Operational Technology (OT). While we discussed the digitisation of Boliden’s operations, Göran emphasised that there are three important aspects to digitising the company operations: 

  • Supporting production with automation: This involves connecting machines and sensors to optimise production.  
  • Developing data analysis: The company collects comprehensive data from connected machines, enabling advanced analysis. 
  • Digitising employee ecosystem: Today´s digitisation includes all employees, not just executives and IT users as it was in the past.  

The Approach to Sustainability 

 Sustainability within an organisation can’t be the sole responsibility of a single department; it requires a collaborative effort. When it comes to inter-departmental collaboration to support the company´s sustainability goals, Göran identifies two cornerstones that shape his work:   

Focus on sustainable production: Boliden aims not only for electrification but also for sustainable metal extraction. Despite the company already establishing itself as a leading player in sustainable mining globally, they are striving to challenge themselves by raising the bar. “We are currently producing metals with a significantly lower CO2 footprint than the industry in average, but we must continue to evolve and improve,” Göran emphasized, with goals such as a 40% reduction in absolute CO2 emissions in Scope 1 & 2 by 2030 compared to 2021 as the base year and carbon neutrality by 2050 as guiding principles for their corporate strategy. 

We are a big contributor to the circular economy by recycling electronic scrap, car batteries, and steel mill dust. While we explored the role of technology in advancing the company’s sustainability objectives, Göran highlighted two significant challenges Boliden encountered on its sustainability journey.  

Firstly, the deployment of electric vehicles for transportation, while technologically feasible, presents a formidable task in replacing diesel-based vehicles. 

Secondly, the transformation of core processes, such as smelting and blasting, particularly in endeavors like green steel production, necessitates a protracted process development timeline, illustrating the complex nature of process transformation in achieving sustainability goals. These challenges underscore the nuanced interplay between technology and operational change essential for sustainability success in the mining industry.


The Double Role of IT in Sustainability  

IT can play an important role for organizations in their sustainability operations. Göran identifies two cornerstones that shape his work:  

  1. Technology´s contribution to environmental efforts: Göran emphasises the crucial role that IT can play in the two primary areas of carbon dioxide reduction. By electrifying transportation and optimising production processes to reduce CO2 emissions, the IT team creates opportunities to use technological innovations like artificial intelligence (AI) to drive improvements. 
  2. Sustainable IT delivery: The second area is the importance of sustainability within the IT department. Through actions like hardware reclamation and extending the lifespan of devices, such as laptops and servers, IT can contribute to more sustainable technology production. “But we can do much more” Göran explained, mentioning opportunities like prolonging the lifetime of the hardware, setting data centers cloud services, and optimising energy consumption by shutting down systems during idle times.


Data-Driven Approach to Sustainability Reporting  

With the implementation of a data-driven sustainability program, sustainability reporting has become an increasingly important part of business operations. “We´ve reported on sustainability for many years and have various environmental permits that need to be reported to authorities. Also, we have investors demanding more and more sustainability reporting,” Göran shared. The increasing emphasis on sustainability takes on a new form. 

The European Union’s Corporate Sustainability Reporting Directive (CSRD) is a directive for sustainability reporting, and the requirements for quality and follow-up are becoming increasingly equivalent to those for financial reporting. “Sustainability reporting isn´t new, but the new legislation increases the requirements on what should be reported as well as traceability and frequency. Previously, sustainability reporting could have been done using standard tools like Excel and was somewhat less structured. Now it has to be done in a more controlled way, which requires systems,” he explained. 

In line with increased transparency and accessibility, data reliability has become more important. “We´ve been working on setting up a data platform in a mesh structure where we can conduct data governance. It´s about defining who owns the data, quality-assuring the data, and so on,” he explained. He further describes their efforts to automate more of the process to reduce manual effort. “We´re trying to automate wherever possible, so there’s less manual intervention. Of course, manual uploads are still needed sometimes, but we’re trying to automatically gather data from primary sources or sensors.” These efforts encompass not only general data management but also now emphasise sustainability data, reflecting the growing importance of data management for the company. 


The Quest for Data and EU Sustainability Regulations 

While discussing the amount of data to be collected in sustainability reporting and its complex nature, Göran said,“The actual challenge lies in collecting data and knowing where to fetch and harmonise the data. The challenge isn´t the output, but rather the collection of data. When talking about CSRD, it covers the entire spectrum of data. For example, the EU demands hundreds of KPIs across the entire ESG (Environmental, Social, Governance) spectrum. This means a double materiality analysis must be carried out to identify what´s important – both financial and other influencing factors. Therefore, it involves a significant amount of environmental data, like CO2 emissions, and different types of water and air quality, which are important for us.” 

When asked about Boliden’s preparedness for the EU´s new sustainability legislations, such as CSRD,  and upcoming legislation like Eco-design for Sustainable Products Regulation (ESPR), Göran said,We have been preparing for the EU´s sustainability reporting, CSRD, for a year as we recognised that it would take a long time. Further, we’ve been using basic reporting tools until now; moving forward, a comprehensive solution would be required in line with the growing complexity.”  

The Evolving Role of the CIO 

When asked about how Göran´s role as CIO has changed with the increased importance of sustainability aspects, he said, “The significance of IT has grown and become more prominent over time, and sustainability is the latest and important metric in IT”. This trend is visible across many companies, and Boliden is no exception. However, with the increased presence of IT within the business, collaboration between IT and other departments needs to be closer and more integrated than ever before. While sustainability holds a significant place in the company´s strategy, according to Göran, it hasn´t necessarily fundamentally changed the CIO’s role. He sees it as an opportunity for IT to step forward and make meaningful contributions. 

Future Trends

Speaking about the focus of CIOs moving forward Göran said, “It´s hard not to mention AI and advanced analytics, as these technologies enable more selective and enhanced process management. They assist in identifying, understanding, and optimising changes that can lead to a better environment. As for other trends, I believe an extremely critical success factor is a close collaboration between IT and the business. This isn´t unique to sustainability itself, but I consider it of tremendous importance”. 

Top 3 Priorities for CIOs in Sustainability

Finally, Göran believes that the three most important aspects a CIO needs to consider while addressing sustainability goals are: 

  1. Listen to business executives to be able to support and understand their pain points regarding sustainability.
  2. Proactively work on pilots, development, and improvements using analytics to conduct analyzes and enhancements.
  3. Evaluate how IT can be leveraged to address Sustainability goals and integrate such discussions into the IT roadmap

Supplier Optimisation: A strategic Lever In Your Sourcing Lifecycle

Even as businesses continuously innovate and scale new growth trajectories, adopting best practices in your sourcing lifecycle can be a key enabler to delivering business objectives. Supplier optimisation remains a key focus area in the Sourcing Toolkit of a CPO and finding the right balance in your supplier management strategy can make a significant difference to your bottom-line while delivering a sustainable competitive advantage. This article offers a perspective on the importance of supplier optimisation in your Sourcing lifecycle.



In today’s dynamic & rapidly evolving business landscape, strategic sourcing has become a crucial function and is an integral part of the CxO discussion board. In a nutshell, Strategic sourcing is a procurement strategy that focuses on obtaining products (goods/services) in a way that aligns with the organisation’s overall business objectives. It involves a systematic and holistic approach to identify, evaluate, and select suppliers to optimise value, reduce costs, and mitigate risks. 

The Procurement Lifecycle may be best visualised as illustrated in Exhibit 1. The upstream areas usually fall under the realm of ‘Strategic Sourcing’ while the tactical downstream functions are classified as ‘Operational Procurement.’

Exhibit 1: The Procurement Lifecycle

As part of the procurement lifecycle, supplier optimisation plays an important role irrespective of the maturity of your sourcing function in achieving operational efficiency, cost reduction, and overall business success. So, how can one ensure the most optimal number of suppliers for a particular good or service while balancing risk and quality? For example, a long tail of suppliers may lead to operational inefficiencies and value leakage while too few may enhance your business risk significantly. How do you arrive at an optimal solution 

We offer a few perspectives towards achieving this objective.  

1. Develop a Robust Supplier Evaluation Framework 

One of the initial steps in supplier optimisation is to establish a comprehensive supplier evaluation framework. This framework should include key performance indicators (KPIs) aligned with business objectives, such as quality, delivery, cost, innovation, and sustainability. By objectively assessing suppliers based on these criteria, organisations can make informed decisions and identify the most suitable partners for their strategic sourcing initiatives. 

2. Leverage Sourcing tools and best-practice frameworks in your Sourcing Process 

While several tools may be implemented at various stages of the sourcing lifecycle, we highlight a few well-known tools that are extensively used in the industry.  

2.1. The Kraljic Matrix:

Perhaps the most widely used tool by procurement and supply chain professionals for supplier portfolio evaluation, the Kraljic Matrix is a function of two parameters: supply risk and profit impact. A supplier is classified under one of the four quadrants of the Kraljic Matrix based on the function of these two parameters. For example, a supplier is classified as strategic if the sourced product/service is “business critical” while impacting the bottom-line of the company the most. Using the tool in classifying suppliers’ products and services can address supply risks while supporting strategy development.  

The Kraljic Matrix is an integral part of the Opticos consultative toolkit. For example, stratification of suppliers into strategic and non-strategic at a global Swedish conglomerate client of Opticos, enabled a differentiated approach to the procurement optimisation challenge, and ultimately led to a total initial cost saving of ~120 MUSD, and a projected annual saving of ~15 MUSD.

Exhibit 2: Kraljic Matrix for Supplier Portfolio Evaluation


2.2. Total Cost of Ownership (TCO)

TCO analysis is a comprehensive approach that goes beyond the initial purchase price of a product or service and considers the entire lifecycle costs. It involves evaluating various cost components such as acquisition costs, operational costs, maintenance costs, and disposal costs.  

By conducting TCO analysis, organisations can make informed decisions based on the total cost impact rather than focusing solely on the purchase price. This helps identify opportunities for cost reduction and value enhancement throughout the sourcing process. 

3. Foster Strong Supplier Relationships 

Building strong and collaborative relationships with suppliers is fundamental to supplier optimization. By establishing open lines of communication, organisations can enhance transparency, trust, and mutual understanding. Regularly engaging with suppliers, conducting face-to-face meetings, and involving them in the product development process (especially the strategic category) can foster innovation and drive continuous improvement. Additionally, organisations should consider conducting periodic supplier performance reviews to address any concerns and reinforce the importance of meeting expectations. 

4. Embrace Technology and Data Analytics 

Leveraging technology such as e-sourcing platforms, e-procurement systems, and supplier relationship management tools can improve process efficiency as well as enable your organisation to gain trust with your current and prospective suppliers by bringing transparency in your sourcing and procurement processes.  Further, Advanced analytics can help identify patterns, trends, and potential risks, enabling organisations to make data-driven decisions, negotiate better contracts, and optimise supplier portfolios. 

5. Practice Supplier Diversity and Risk Mitigation 

Supplier optimisation should extend beyond cost reduction and performance improvement. Organisations should actively promote supplier diversity by considering businesses owned by underrepresented groups, fostering a more inclusive and sustainable supply chain. Diversifying the supplier base can enhance innovation, support local economies, and contribute to a positive brand image. 

Furthermore, effective risk management strategies are essential for supplier optimisation. Organisations should identify and assess potential risks associated with suppliers, such as geopolitical instability, natural disasters, or financial vulnerabilities. Developing contingency plans and alternative sourcing options can help mitigate potential disruptions and ensure business continuity. 

6. Encourage Continuous Improvement and Innovation 

Strategic sourcing is not a one-time exercise but a continuous process of improvement and innovation. Organisations with a mature Sourcing and Procurement functions encourage suppliers to embrace continuous improvement methodologies, such as Lean Six Sigma to eliminate waste, reduce costs, and enhance quality. Further, engaging suppliers in collaborative innovation initiatives, seeking their expertise in product development, process optimisation, and sustainability practices are important levers in achieving competitive advantage. By fostering a culture of continuous improvement, organisations can stay ahead of the competition and drive long-term supplier optimisation. 

The Final Word: 

Even as businesses continuously innovate and scale new growth trajectories, adopting best practices in your sourcing lifecycle can be a key enabler to delivering business objectives. Supplier optimisation remains a key focus area in the Sourcing Toolkit of a CPO and finding the right balance in your supplier management strategy can make a significant difference to your bottom-line while delivering a sustainable competitive advantage.


Jan-Vidar Hugsted & Aravind Venkatesh

Jan-Vidar is a seasoned leader and Management Consultant at Opticos. Working closely with clients, he navigates complex challenges across sourcing and procurement lifecycle, contracting, financial governance, market intelligence and change management.
Aravind is an experienced leader with several years of cross-functional experience within management consulting, sourcing, strategic advisory, and business development.

A “Capability First” Perspective for Sourcing Success

As organizations look for cost effective ways of working, outsourcing non-core functions appears as an alluring prospect. But before you hand over your operations to third parties, it is worth pausing to consider the risks associated with your sourcing approach. Starting with an overall capability perspective entails several benefits over service first approach, and it enables you to build a strategic approach to sourcing. 

Outsourcing is an effective way for companies to focus on their core competencies, reduce costs, and access specialised expertise. However, the success of outsourcing initiatives is not guaranteed, and it is essential to take a strategic approach where one of the most important elements is to start with an overall capability perspective rather than a service focus. 

When starting with a service focus, companies tend to focus solely on the services that will be provided by the service supplier. Such an approach does not take into account the company’s broader capability portfolio, which could lead to gaps in capabilities, ineffective management of supplier relationships, and suboptimal outcomes.

Figure 1. Potential value leakages in the sourcing process

In contrast, starting with an overall capability perspective allows companies to take a more holistic approach to sourcing. This perspective involves identifying and assessing the key capabilities necessary to ensure an optimally functioning and strategically aligned service delivery.  

An overall capability perspective also allows for companies to develop a more strategic sourcing plan. The initial capability assessment should serve as the foundation for the transformation roadmap. Any capability gaps identified should be visualized, for example in a heat map, prioritised and addressed as part of the overall service delivery transformation plan – outlining the steps required to enhance or build the necessary capabilities, such as governance, processes, and technology, to close the gaps. This transformation plan will thus to a greater deal focus on achieving the company’s strategic objectives, rather than just accomplishing specific service targets.

Figure 2. An example of the heatmap illustrating capabilities and their maturity levels

The capability assessment can also be a useful tool in the service provider selection, where selection criteria should include ability to proactively support in providing and building the key capabilities. The transformation plan will then enable a joint focus and common strategic priorities. 

In essence, starting with an overall capability perspective enables organizations to take a more strategic approach to sourcing and how to outsource. It involves considering the long-term implications of the sourcing approach, including the impact on the organization’s capabilities and the ability to meet future business needs. This approach also allows organizations to identify the right service providers who can help build capabilities while delivering the required services.

Maria Nelsson & Abhishek Kale

Maria Nelsson is a seasoned business leader with diverse experience spanning over three decades in the consulting domain.
Abhishek Kale, Senior Consultant with experience in Process Excellence, Digital Transformation, and ERP Consulting across multiple business sectors.

A first step to an actionable Data Strategy

This is how you can take your first step to an actionable Data Strategy


To stay competitive, companies harness data to enhance customer experience, streamline operations, and carve out a sustainable advantage. Leveraging AI and advanced analytics, they tackle challenges from predictive maintenance and pricing models to organizational optimization and digitizing products.


Success with advanced analytics hinges on data accuracy and sustainable data sourcing. At Opticos, we have found that a pragmatic, focused data strategy is crucial for companies aiming to become data- and analytics empowered. This strategy facilitates the extraction of value from data, paving the road to success.

Many businesses grapple with fragmented IT landscapes, point solutions, lack of data ownership, and poor integration. As a result, analytics teams are burdened with data collection and cleaning rather than focusing on valuable analysis and insights.

Concerns about data quality frequently surface. Businesses periodically launch data quality and master data initiatives. But without robust data governance, data quality tends to decline over time. Hence, achieving accurate data often depends more on luck than a solid business practice. The remedy? An actionable data strategy.


To align the organization on data-related objectives and to overcome the challenges above, Opticos provides three recommendations:

  1. Use Case-Driven Approach: Identify, evaluate, and prioritize use cases that tie business needs to value, targeting relevant data assets and datasets. For instance, forecasting customer order volumes in supply chain management could use historical and weather data.
  1. Prioritized Data Asset Governance: Instead of tackling organization-wide data ownership head-on, establish ownership of data assets for prioritized use cases. Ideally, process or function owners will own the data from source to consumption, regardless of the storage and processing systems. Start with use cases, like customer order forecasting, where assets include product inventory, article details, orders, and sales forecasts. Assign ownership from source to consumption, independent of the data’s system journey.
  1. Transparent Data Architecture: Establish a clear blueprint detailing capabilities to capture, ingest, store, process, share, and consume data for prioritized use cases. Setting up systems for data discovery, monitoring, and governance is also crucial. Emphasize transparency and communication so all stakeholders understand their roles in delivering high-quality data. For instance, use diagrams to map out data flow for each prioritized data asset: from source systems like CRM, through data storage like Data Lake, to Business Intelligence reporting tools.

Furthermore, we recommend a phased data strategy implementation, detailing the first phase and keeping subsequent phases indicative. As you begin implementing, the roadmap’s details become more distinct and defined.


Illustration 1 – Illustrative template for a phased, use-case-driven Data Strategy execution roadmap


An actionable data strategy implements data management practices and governance structures that enable efficient data sharing and continuous quality improvement. Once initial success is evident, the process can be scaled and replicated across other use cases.

Guiding your Data Management Journey

At Opticos, we enable organizations to leverage business benefits by building pragmatic, and holistic data management practices. Drawing from our extensive client experience and methodology, we’re here to guide your data management journey from strategy to implementation.

Tatiana Schön & Mattias Gustrin

Mattias Gustrin, Director with a focus on Data Management, Advanced Analytics, and technology strategies across multiple sectors.
Tatiana Schön, Manager with experience in consulting, project management and business analysis within AI governance, Data privacy, IT and IT Finance.

Mastering the Balance between Standardization and Flexibility

Finding the Sweet Spot in your business: Mastering the Balance between Standardization and Flexibility


In the dynamic landscape of modern business, organizations struggle to balance standardization and flexibility. The extremes of both these concepts are often clear-cut, but the real challenge lies in navigating the middle ground. This short article explores the balancing act, offering insights to help businesses calibrate their approach to standardization and flexibility.


Decoding Standardization and Flexibility

Standardization, in essence, is the establishment of a set of rules or procedures that dictate the execution of a specific task or process. It extends to products and services as well, aiming to deliver a consistent experience to the customer or the organization providing it. The advantages of standardization are numerous – it enhances efficiency, consistency, and predictability, reduces the likelihood of errors, streamlines processes, and ensures quality performance, thereby saving time and money.

Flexibility, on the contrary, is the capacity and infrastructure that allows an organization to adapt and modify processes, products, and services in response to evolving customer needs or market conditions. This adaptability fuels innovation, agility, and customization, enabling companies to respond swiftly to market shifts or customer requirements, which can help them stay ahead of the competition.

Assessing Your Business Needs

The first step in finding the right balance between standardization and flexibility is to assess your business needs. This involves considering the industry you operate in, the nature of your business, and your customers’ needs. Certain industries, such as manufacturing, might benefit more from a standardized approach, while others, like technology, might require greater flexibility to keep pace with innovation and changing customer needs. This assessment should be conducted from both top-down and bottom-up perspectives, containing strategy to implementation across all levels.

Illustration 1 – Dimensions and Perspectives across the Organization impacted by choices related to standardization and flexibility.


Assessing Your Processes, Products, and Services

A thorough evaluation of your processes, products, and services is crucial to determine where standardization and flexibility are most appropriate. Identify tasks or processes demanding high consistency and efficiency where standardization can benefit. Conversely, pinpoint areas that require greater flexibility to adapt to changing customer needs or market conditions.

The Pros and Cons of Standardization and Flexibility

It’s essential to weigh the advantages and disadvantages of standardization and flexibility for your business. While standardization can enhance efficiency, consistency, and predictability, flexibility can foster innovation, adaptability, and customization. However, too much standardization can suppress creativity and innovation, and too much flexibility can result in a lack of consistency and predictability.

Mastering the right balance

Mastering the right balance between standardization and flexibility requires carefully evaluating your business needs, processes, products, and services. Identifying areas where standardization can offer benefits and flexibility is needed to adapt to changing customer needs or market conditions – is crucial. A flexible approach can help you stay ahead of the competition, while standardization can provide consistency and efficiency. Additionally, a holistic view is required to address several aspects together as there may be a slight conflict between them. Some considerations may guide this decision in choosing the appropriate path forward.

Illustration 2 – Considerations when assessing processes, products, or services.


Implications for the IT Operating Model

As mentioned, disruptive industry forces present new opportunities, threats, and organizational requirements. The rapidly evolving competitive landscape introduces new challenges for CIOs. A traditional approach to IT delivery is no longer viable. The IT Operating Model should be designed to dynamically match the different features of the Digital, Evolving, and Legacy Business. Companies can adopt a multi-speed approach to IT delivery to support a dynamic business model and evolve at an increasing pace while trying to contain costs. Multi-speed IT enables business needs to be delivered at differing velocities, thereby striking the right balance between standardization and flexibility.

In Conclusion

Balancing standardization and flexibility is crucial for success in today’s business environment. Companies must evaluate their business needs, processes, products, and services to determine where standardization and flexibility are most appropriate. By mastering the right balance, businesses can achieve greater efficiency, consistency, and predictability while fostering innovation, adaptability, and customization.

We invite you to engage in further discussion on this topic. We are more than willing to share our insights to help your business improve.

Ankita Bhargava & Henrik Agnemyr

Ankita Bhargava, Senior Manager with experience in IT strategy consulting for process improvement, IT operating model, digital transformation and delivering business solutions.
Henrik Agnemyr, Director with a focus on strategy & business development across multiple sectors working with group and functional strategy, process and organizational development and execution.

Finding the right partner (for your ERP program)

How do you choose the right implementation partner(s) for your ERP program?


ERP programs are often considered one of the largest investments for organizations and are associated with operational and financial risk, and are also a driver for change from many perspectives.
That is why it is essential to form a solid strategy for sourcing an ERP implementation partner early on. Considering, for instance, make versus buy strategy, pricing model, sourcing objects, supplier capacity, and capabilities to engage the right partner(s) in a timely manner and to help deliver on the transformation objectives.


Forming an ERP Implementation Partner Sourcing Strategy that fits your organization

Forming the ERP Implementation partner sourcing strategy will likely be a collaborative exercise where companies often find themselves considering the same questions more than once. We at Opticos recommend formulating and agreeing on a few Strategic Drivers to form a solid foundation – as a starting point. These drivers or business values will then provide guidance in the detailing of the strategy and act as a basis for making the right decisions for your organization.

These areas are generally part of an ERP Implementation Partner Sourcing Strategy:

  • Strategic drivers or business value
  • Sourcing direction (sourcing objects, supplier selection, make or buy)
  • Governance
  • Commercial engagement model


When detailing a sourcing strategy, you are advised to consider a few critical and strategic areas and questions:

Illustration 1 – ERP sourcing strategy – key areas to consider


The answers to these questions, and hence the sourcing strategy, will vary depending on your organization’s existing capabilities, value drivers, and relationships with existing and preferred vendors.

The Sourcing Process
When the first version of the strategy is set, it is time for the actual selection of partner(s). We recommend qualifying the supplier’s capabilities through a collaborative sourcing process (as opposed to a traditional RFP) to develop requirements, ways of working, and validation of the cultural fit for the organization. The process will also help form a better understanding of what capabilities need to be developed in-house or purchased from external suppliers.

While the strategy will not solve all problems, it will keep organizations on the right track when making important decisions. Please remember that the strategy should be seen as a living document and might have to evolve over time!

To summarize, at Opticos, we strongly believe in considering the following recommendations to boost your journey toward finding the right partners:


  • Set the sourcing strategy early and then let it evolve over time.
  • Qualify the supplier’s capabilities through a collaborative sourcing process (as opposed to a traditional RFP) to develop requirements, ways of working, and validation of the cultural fit for the organization.
  • Define and select strategic capabilities to retain and develop within your organization. This will support in validating what to source externally and achieve overall transformation objectives.
  • Establish a solid governance structure, and engage the sponsor to allow seamless integration and clarity on roles and responsibilities across the internal organization and engaged partner(s).

It is common to have a long road to finding the right partners. Considering these recommendations might save you a bumpy ride.


Want to know more? Don’t hesitate to contact Opticos experienced sourcing professionals!


Opticos Offerings:

Sourcing and Procurement – Opticos have a strong Sourcing and Procurement capability and a proven record of supporting clients from strategy to agreement.

Digital Transformation – Our journey does not stop when the agreement is signed! Opticos also holds comprehensive knowledge and experience from supporting clients in ERP implementations and digital transformation; we provide experienced consultants supporting on the “client-side” with, for instance, project and change management.

Linnea Håkansson & Rickard Holmkvist


Linnea Håkansson
Rickard Holmkvist