Mediaset Group and its Procurement transformation
Success Story

Mediaset Group and its Procurement transformation


Luca Poloni is Group Chief Procurement Officer at Mediaset Group. Since two years, he’s in charge of coordinating the purchasing processes for all companies and subsidiaries of the group. Mediaset Group is an Italian-based mass media company which is the largest commercial broadcaster in the country.

Mediaset mainly work with 4 areas of purchases. In addition to television productions (which is the core business), Luca Poloni also coordinate the purchases of softwares/hardwares, business services such as call center services for the Pay TV service, market researches, consulting services and support to special projects. Finally, the last category: indirect purchases, it includes general services and all purchases related to the operations of our production sites and offices.


I have been in Mediaset for about 2 years. I have been chosen to support the modernization and transformation of Mediaset procurement organisation, creating a transition from a traditional purchasing view to a procurement one. This transformation started, as we said, in September 2015 and the essential element was the implementation of a digital and innovative tool that could enable a series of changes in our company.


  • What are the main challenges for Procurement at Mediaset?

We had several challenges when we started about 18 months ago, and many of these have been required by Mediaset itself, in order to strengthen the behavior and the compliance within the procurement department.

There was an organizational challenge around responsibilities centralization and spending categories within the group’s companies. But there was also another organizational challenge, from a professionalization point of view: the aim was to transform our organisation from a service for internal customers into a more proactive organisation that looks for opportunities of efficiency.

On that purpose, we had to adopt an innovative and digital tool, like the one we chose, which could help us in this change. So we had to redesign the processes, create new ways of working. And on the other hand, it is also the possibility to achieve information transparency and generate a continuous improvement.


  • What are the expected benefits from the digitalization of your procurement processes?

The main benefits that we expect are, as I said, supporting a different working method, because the implementation of this new system made we think about how we used to work and how we wanted to do this. Surely there is productivity development and strengthening topics.

Another benefit that we expect is to have a higher understanding of our spending categories and a higher transparency on our purchasing activities.

Finally, I would like to underline the ability to measure the behaviors and therefore track a purchase process at each step, along with the capability to measure our performance. This allows us to really understand the added value brought by the Procurement departments to the company.


  • What kind of advices would you give to a company willing to implement an eProcurement solution?

Firstly, my advice is to be very organized and order the procedures. Take the opportunity to standardize the processes, draw them in an effective and modern logic, which helps to cut the bureaucracy.


  • Do you think that the digitalization of the purchasing department is a key factor of success for today’s companies’ performance? Why?

Absolutely yes, because the complexity in the world and in the business are ever growing and the necessity to have a tool that helps the management and the understanding of the complexity is very important.

Today I couldn’t imagine having a deep understanding and transparency both on processes and Procurement economic elements without a tool that provides data intelligence, like they are able to do today.