What makes for a highly capable individual, at least in procurement, in these times? I regularly ask that question of CPOs and others I talk with, and occasionally report what they say.
Last week on this website, David Rae posted an interesting blog entitled “The Bold Horizon of Talent Management.” It contained some intriguing ideas he culled from an interview he read in The Financial Times, including the potential for the future use of advanced robotics, drones and artificial intelligence in the supply chain. He also noted that even visionaries still see a role for highly capable individuals.
Which got me to thinking. What makes for a highly capable individual, at least in procurement, in these times? I regularly ask that question of CPOs and others I talk with, and occasionally report what they say. And so, I posed the question again this week to Boston area procurement consultant Thomas Murphy, who previously led procurement in more than a few companies before hanging out his consultant’s shingle. Like others, he alluded to some fundamentals: great organizational skills, comfort with data, and an ability and willingness to collaborate. But as with everything, the devil is in the details. Here are some of the details he cited:
On organization, he recalls one company that nearly tripled sales over a 10-15-year period, but simultaneously reduced procurement staff. Those who survived had to be super organized, he says. “Otherwise, they would have drown.”
What helped them was their use of data. “You have to be a data geek,” he says. Data will help identify future problems, facilitate negotiations with suppliers, and show you where you should be spending your time.
An ability to listen is important in any job. In procurement, it’s critical. But who do you listen to? Everyone in the firm you deal with, of course, but also one other constituency: suppliers. Certainly, you want to hear about new technology they might have and what’s happening in their marketplaces. But, Murphy says, it’s also important to listen to what suppliers are saying about you. How they view the ease of doing business with you can determine how willing they are to bring you their best ideas.
Listening also facilitates communication internally. It helps gain the respect of others, and their trust. Once you have that respect and trust, you can make recommendations for alternatives they might not have thought of. “(In manufacturing), engineering controls the specifications you buy to,” he says. “They could specify something you can’t source, at least for the price the company wants to pay.” Likewise, production usually wants to use parts they already have on hand to make it easier to meet schedules. You have to be aware of their concerns too. In both cases, listening, combined with an appreciation, however elementary, of technical issues both groups face, makes problem solving easier.
All good thoughts. Add your own ideas on fundamentals to the list and you’ll have the beginnings of a profile of a highly capable procurement professional.
from Procurement Leaders Blog http://ift.tt/1FpfdxT
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The views expressed in this post and throughout the series are the autor's own and not intended to reflect the views the YQ Matrix platform, its users or any associated organisations.
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