I agree that there are other opportunities for the two execs to address and we’ve hit upon some of those areas on your list (esp. 1, 2, & 3) on this site (click the “CFO” tag) and in more detail in a few of our reports.

P2P in this instance really means the larger set of procurement and AP operations (versus the tactical req-to-pay process). Somewhat similar to the different ways that the term “purchasing” is used/viewed based upon geography – for example, the term is generally thought of as a highly tactical process performed within a “procurement” department in the US.

As an industry, we’ve come a long way in developing a common language but, still have some distance to go.

You are right to keep drawing attention to this critical relationship. However, its importance extends beyond perfecting the P2P process (which is by its nature a tactical foundation to enable more strategic activities) so I would like to see a focus on how the CFO & CPO can unite to increase procurements strategic focus:

1. A company wide definition of savings and how these are measured and captured.
2. Cash Management
3. Risk Management
4. Tax efficient procurement
5. Debt reduction
6. Supporting growth

These are all issues on which CPO’s & CFO’s should be engaged and actively collaborating.

I cover some of these issues myself on Purchasing Practice web site here:

http://purchasingpractice.com/wp-content/uploads/feb-2010-the-cfo-cpo-alliance.pdf

I hope this is of interest to your readers.

Dave