If you talk to a procurement or supply chain organization, the lament regarding the lack of qualified people is a common refrain. And not only that, but once you hire good people, they are often "discovered" by another area and very soon you've helped to populate the organization with employees that would have helped your team to elevate its profile.
Why does this disappearing act occur and why, within the organization, isn't it reciprocated?
Because, unfortunately, as much as procurement, supply chain, purchasing, -- whatever you want to call it -- has become a profession and requires an intensely robust skill set to be effective, many organizations still see it as a necessary evil -- that cuts POs and is just interested in process -- that is, it does not add value to the organization as a whole!
As indicated in earlier entries, we have no one to blame but ourselves because many procurement organizations have allowed themselves to be marginalized and seen as the "cost-savings" guys (or gals). Procurement folk complain extensively about this among themselves but need to have a focused approach to turn this perception around.
One of the ways that this can be achieved is by populating the corporation with individuals who have a significant understanding of procurement and the value it can bring. I'm not talking about the situation of hiring someone into your team and shortly thereafter have them leave for supposed "greener pastures". That has about as much impact as when you have a stopover in an airport for a few hours. Imagine saying your were in Paris, but only at the airport!
An opportunity exists for developing within organizations a quid pro quo internship or co-op program, that enables staff from other parts of the corporation to have a stint in procurement, as well as the procurement staff working in other parts of the organization on an interim basis. This assists in bilateral way -- your team becomes more in tune with their client base and your client base begins to understand the positive impact you can have on their organization.
It may actually make it easier as well to define what true value is to your internal client group.
You also need to clearly outline what a career path is for anyone coming into your team to stem the revolving door. Unfortunately again, if the perception surrounding the marginalization of procurement and supply chain is not dealt with, regardless of what you say, it will fall on deaf ears.
Why does this disappearing act occur and why, within the organization, isn't it reciprocated?
Because, unfortunately, as much as procurement, supply chain, purchasing, -- whatever you want to call it -- has become a profession and requires an intensely robust skill set to be effective, many organizations still see it as a necessary evil -- that cuts POs and is just interested in process -- that is, it does not add value to the organization as a whole!
As indicated in earlier entries, we have no one to blame but ourselves because many procurement organizations have allowed themselves to be marginalized and seen as the "cost-savings" guys (or gals). Procurement folk complain extensively about this among themselves but need to have a focused approach to turn this perception around.
One of the ways that this can be achieved is by populating the corporation with individuals who have a significant understanding of procurement and the value it can bring. I'm not talking about the situation of hiring someone into your team and shortly thereafter have them leave for supposed "greener pastures". That has about as much impact as when you have a stopover in an airport for a few hours. Imagine saying your were in Paris, but only at the airport!An opportunity exists for developing within organizations a quid pro quo internship or co-op program, that enables staff from other parts of the corporation to have a stint in procurement, as well as the procurement staff working in other parts of the organization on an interim basis. This assists in bilateral way -- your team becomes more in tune with their client base and your client base begins to understand the positive impact you can have on their organization.
It may actually make it easier as well to define what true value is to your internal client group.
You also need to clearly outline what a career path is for anyone coming into your team to stem the revolving door. Unfortunately again, if the perception surrounding the marginalization of procurement and supply chain is not dealt with, regardless of what you say, it will fall on deaf ears.
1 comment:
I wouldn't hold my breath. People would be worried the revolving door might get stuck.
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