Procurement teams that use the Internet to research highly engineered components and then select a lower-priced alternative product may think they’re doing a good job, especially if they are measured on how well they manage cost. Yet they may unknowingly be putting their companies at risk.
Effective and efficient automation of Supply management and Procurement functions can yield fruitful results. Automation facilitates supply management and procurement professionals to make wise decisions through enhanced tools and visibility. It is definitely a reliable substitute for time consuming and costly manual tasks.
That’s the question Attorney Mark Grieco asked procurement and supply management professionals attending a member meeting of ISM-Greater Rhode Island at Banneker Industries in North Smithfield.
Connectivity is at the core of the modern business. Whether your organization is comprised of one small office with 10 people or a large multinational employing thousands, it is key to find the correct connectivity mix to support your business needs.
Over the past two decades, procurement has made great strides in transitioning from a transactional, back-office function to a strategic, value-adding organization. However, the hard work is far from over. Procurement has fought to get a seat at the table with c-level executives, but now it’s time for procurement to prove that it deserves that seat and can keep it.
Procurement’s role in an organization touches across many departments, suppliers, countries, and competitors. This situation requires that procurement professionals possess excellent communication skills and the ability to quickly adapt to different cultures, perspectives and crises.
There are times when “no” or “not interested” are positive words. If we contact a supplier and we find out that “no, we don’t owe money”, a “no” can sound lyrically poetic. If we are getting robo-called and the company finally understands that “do not call” means “not interested,” life is good and these words have served our purpose well.
However, “no” or “not interested” are not our favorite words during a job search. Even if we decide that “this is not for me” and we don’t like the job, the team or the company, those words smart when we find out that the feeling is mutual.
Leaders of procurement teams at manufacturing and process companies are decisive. They know what they want in a supplier. They want a supplier with a similar culture and competitive quality, service and delivered cost. They want a supplier to be involved early in the design process and to be forthcoming with new ideas. They want a supplier to collaborate to control costs over the life of a contract.
Procurement and sales are two vital business functions with varied processes that are often described as opposites. Some companies may find these two departments at odds with each other as they argue which one is more important for the vitality of the organization.