All posts by Procurious HQ

Rising Stars: I Fell Into Procurement (With Style!)

Did the ISM and ThomasNet 30 Under 30 Rising Stars always have a burning desire to embark on a procurement career or were they late converts? Procurious investigates….

Last month, THOMASNET and ISM announced the 2016-2017 winners of the 30 Under 30 Rising Supply Chain Stars award, presenting the profession with an inspirational batch of role models who are sure to attract more Millennials to the supply management profession.

Procurious has been lucky enough to sit down with many of the winners to find out what the award means to them, what it takes to be one of the  30 Under 30 Rising Stars and the key skills needed for a procurement and supply chain career.

But how did these rising stars first embark on their careers? Were they passionate about procurement from the offset or did a chance encounter or inspiring internship inspire them to “fall into” procurement later down the line?

Andrew Bagni, Procurement Manager at General Dynamics Mission Systems recalls that “ten years ago supply chain wasn’t as hot a topic as it is today. Specific supply chain degrees weren’t offered at my college at the time but this is now an option for students.”

Perhaps it’s not surprising, then, that 66 per cent of this year’s 30 Under 30 Stars didn’t plan a career in procurement.

The Slow Burners

Bagni applied for an internship with General Dynamics “in the hope of gaining some of the business experience l was lacking at 18 years old! I  worked the internship for the summer, which went really well and carried on throughout college whilst I was studying business management. It’s not been a lengthy career so far but the whole of my career has been spent working in supply-chain despite having fallen into it completely by chance.”

Nick Imison, Subcontract Administrator at Northrop Grumman Systems Corp, had a similar experience to Bagni: “I fell into it sideways. I was a finance major. I went to job trade fairs, interviews, and just wasn’t passionate about finance. One day I stumbled on a supply-specific career fair, which was put on by the University of San Diego who push undergrads and postgrads to the supply chain field. They were very convincing and introduced me to the many sides of the business, giving me a holistic view. That piqued my interest and, from there, I enrolled in a few supply-chain courses.

Corey Gustafson, Senior Buyer at Deluxe Corporation initially attended school in Wisconsin to train in engineering, ” I went on a programme  that focused on the printing industry including graphics and communication management and eventually  started taking a procurement and supply-chain management course. The instructor happened to be the program director for the supply-chain programme and it was the best course I’ve ever taken. I was interested in the way the function  impacts the business and wanted to continue with to focus on that.

The Die-Hard Procurement Pros

Not all of the 30 Under 30 winners came to procurement by accident, however.  Barbara Noseda, Global Sourcing Associate at Johnson & Johnson, has a particularly notable passion for, you guessed it,  shipping containers! “I know it might sound random” she says, “but I swear it’s the truth! I did my bachelors degree agree around shipping and logistics in Hong Kong and  then went into supply chain.  Even  today, every time I can get on a project about shipping containers I jump on it.”

Matthew Montana, Category Lead at Pacific Gas and Electric Company, was also interested in supply-chain at the offset, “supply-chain really caught my attention. I liked the analytical aspect and qualitative aspect. There’s a good balance between creative thinking and working with numbers. It’s the balance of quantitative and qualitative that really drew me to supply chain.

And Matthew has another reason to be passionate about procurement. His father also works for Pacific Gas and Electric. “He’s been in supply chain for several years now. Growing up and seeing him work there and seeing how good the company has been to him and his good career influenced me. It’s a good company and a good industry. I had inside info and insight from him so he was one of my mentors early on.”

Amanda DeCook, Sourcing Associate A.T. Kearney, knew exactly where her career was headed, “I knew which University I was going to and I knew I wanted to pursue a Business Major. Michigan State University’s Eli Broad College of Business has the best supply chain program in the USA, and I loved the tangible,  practical skills involved in the course.”

Indeed, several of the 30 Under 30 stars credit their colleges for propelling their careers. Jeff Novak believes his “college had a lot to do with [his career choices]. I went to Penn State Uni,  which is one of the top supply-chain schools in the states, if not the world. It seems that however your procurement or supply-chain journey starts out, you could have a vibrant and successful career ahead of you- take it from the 30 Under 30’s!

The 30 Under 30 Rising Supply Chain Stars will meet for the first time as a group at ISM2017, where ISM and THOMASNET.com will roll out the red carpet to celebrate the winners’ achievements and broadcast their success stories to other young people considering a career in supply management. 

Executive Recruiter: 4 Must-Have Attributes For Aspiring CPOs

Procurious caught up with Naseem Malik, Managing Partner at the Chicago-based supply management executive search firm MRA Global Sourcing, to find out what attributes recruiters are looking for in the next generation of top CPOs.

Vlad_Chorniy/Shutterstock.com

Naseem Malik has gone from sourcing goods to sourcing talent. After gaining 15 years’ experience as a procurement practitioner, Naseem turned his full attention to something he enjoys most – leveraging his network, connecting the dots and finding the best talent in the profession. Naseem is also a member of the ISM2017 Conference Leadership Committee, and has some excellent tips for getting the most out of ISM’s biggest event of the year. But first, Procurious asked Naseem for his views on what makes a candidate ideal for a CPO-level role.

Naseem, as a specialist in supply management executive search, what are the top attributes you look for in aspiring CPOs?

Based on the trends we’re seeing and what our clients have typically asked for, there are four stand-out attributes that we look for in a CPO-level candidate.

First, and foremost, they need to have a broad perspective. Companies are asking specifically for candidates from different industries to their own, as this brings about fresh, disruptive and innovate thinking.

Secondly, the candidate should be someone who can earn themselves a seat at the table with the CFO and CEO. They can do this by talking confidently about what they can bring to the business in terms of supply and market intelligence, data analytics, and leverage their own broad perspective. They should focus on the things that matter most to the C-Level – risk, compliance, and technological trends.

Operational know-how is also important, particularly change-management skills. Does the candidate have the emotional intelligence (EQ) to truly collaborate? Are they able to engage, influence, persuade and lead people in a global environment, including those that don’t report to them?

I’d like to add a fourth attribute here that ties the other three together, and that’s humility. Yes, you need to be able to talk confidently about your accomplishments, but this has to be balanced with humility and an awareness of your place in the corporate pecking-order. Humility will lead to credibility, which will pay off down the road.

 You mentioned that you got into executive search because of your love of networking. Can you share any tips for effective networking?

Everyone now needs to have a social presence, and continually build upon that presence online. However, without some sort of face-to-face follow-up, your online connections can be specious. To truly leverage the power of your online network, you need to meet people face-to-face at conferences, make phone calls and gather referrals. Face-to-face networking will help you grow you online network, and vice-versa.

Another piece of advice is to embrace the concept of “pay it forward”. Always see if there’s something you can do to help people in your network – for example, see if there’s someone who you can connect them with to help solve a challenge they may be facing. Again, it will pay off in the long-term.

What are you most excited about seeing at ISM2017?

Besides attending Procurious’ “Network Your Way To The Top” session, you mean?

As a member of the Conference Leadership Committee, I’m really excited about ISM2017 because every year we’re seeing the conference gaining incrementally in attraction. There are more people attending than ever, and I don’t think that’s only due to the prospect of meeting Mickey Mouse at Disney World – it’s about the quality of the speakers, the excellent content and the companies attending (Apple, Google, Salesforce and others). The keynotes, including David Cameron and Colin Powell, are also fantastic. Personally, I’ve been involved in helping ISM find good speakers, great topics and promoting the event.

What are your top 3 tips for getting the most out of a procurement conference?

Network – take every opportunity you can to build your network at the event. After the event, follow up with all the people you’ve met, and also be sure to connect with the speakers or presenters you were most impressed by. Consider writing a blog article to share your thoughts and to keep the momentum going.

Have a plan before you go to the conference. There are a lot of learning tracks, lots of great presentations, but there’s only a finite number of sessions you can attend. It pays to have an attack plan before you go. You can target a specific learning track, or mix and match.

ISM’s Learning Tracks are designed to help guide delegates through the maze of options available. As a committee member, I have joint responsibility for the “Outside” track. Outside sessions are all about learning new and effective ways of improving your skills and establishing your relevance, including career-building, building your professional presence, honing your networking skills and building high-value relationships.

There’s still time to register for ISM2017, taking place in Orlando, Florida from May 21-24.

Planning to attend ISM2017? Don’t miss out on Procurious Founder and CEO Tania Seary’s top tips on how to Network Your Way To The Top on Tuesday May 23rd, 3.45pm.

How To Turn Your Procurement Team Into A Cracking Intelligence-Gathering Organisation

According to Justin Crump, CEO, Sibylline, procurement professionals would be foolish to underestimate the value in becoming more active intelligence-gatherers.

Sarah Hipwell/Shutterstock.com

Justin Crump spoke at the Procurious CPO Forum in London, Big Ideas In Action, sponsored by Basware

In his book, Corporate Security Intelligence and Strategic Decision Making,  Justin Crump, CEO Sibylline, addresses the current void of awareness about and study of the corporate security intelligence environment. “The increasing size, scale and sophistication of corporate activities  on the world stage – coupled with increasing legislative attention is driving an increasing focus on the [topic of corporate security], and the traditional gap between “business” (which makes money) and security ( a corporate cost center) is markedly narrowing.

Procurement’s value to an organisation has long been due to it’s position at the interface between the supply-chain and the business itself.  Its external reach offers a unique insight into market trends across the globe.

But is your team sufficiently engaged with the external world to spot these trends and push them  back out to your organisation to ensure that you, the CPO, get a seat at the table.

Justin outlines Sibylline’s five tips to bear in mind for anyone seeking to build out their internal process:

Corporate Intelligence is both an art and a science, and is often misunderstood. It is, perhaps sadly, not the province of dashing secret agents and beautiful women in fast cars; rather it is a process that involves everyone in the organisation, refining the myriad data in the world around us into some sort of meaning. Put simply, intelligence is the process which delivers timely, accurate and relevant insight to decision makers, allowing them to value risk and weigh opportunity effectively for their organisation.

The state of the world at present makes the need for an effective security intelligence process in businesses more important than ever. Drivers include:

  • Legislation – duty of care, safe workplaces, negligence
  • Threat environment – scale and tempo
  • Complexity of supply chains – “just in time”, dependencies
  • Information availability – expanding, data overload
  • Global marketplace – challenges and opportunities

Research has shown that truly resilient organisations not only survive but thrive in this environment. Taking an intelligence-led approach allows for effective and efficient risk management and demonstrates clear value add. After all, if you’re not intelligence-led, then what are you being led by…?

1: Perfect is the Enemy of Good

Intelligence is an imperfect process – inherently, returns are a the function of time and resources. While we equate security forecasting to weather forecasting, the weather does not deceive or lie to you – humans do, whether accidentally or deliberately ! In this uncertain world, everything represents a “best effort” – and you more or less get out what you put in.

 2: Understand what you Care About

Understanding what you care about is at the heart of an effective intelligence function. Faced with a mountain of information, it is answering the “so what” question that matters the most – and clear requirements are the fuel for this. Thorough understanding of the organisation, including its people, its business processes, its strategy and its areas of key exposure, is a key facet of making this all work.

3: Make the Most of People, Processes and Technology

Overcoming the constraints of limited time, imperfect information and strained resources relies on a combination of well-trained people, slick processes and appropriate technology. This helps to generate the best possible results in the time and resources available. All too often companies address only one of this triad, meaning that results are imbalanced and opportunities to provide effective insight are missed.

4: Make an Impact

The best analysis, from the most perfect process, is no good at all if people are not listening. One way to ensure this is to speak to their needs; but sometimes even this is not enough. Presentation is therefore important; what suits your consumer? How much detail do they need, or can they absorb? How much information is too much, or not enough? These are the questions that the practitioner must answer in order to ensure that they make a meaningful impact.

5: Manage Intelligence as a Project

Introducing an intelligence function need not be complex, but needs to be managed as a project and with rigour. As the function begins to build a head of steam, it will start to generate more client interest and greater demands will be made, requiring a steadily evolving approach in order to satisfy expectations. It is therefore best run as a project, within a coherent framework that allows it to grow in a controlled fashion.

We at Sibylline earnestly believe that the best decisions are taken on the basis of intelligence, and an intelligence-led process helps make organisations resilient – allowing them to cope with the challenges of the modern global marketplace. This is a minor investment that returns a great deal, often requiring little more than enforcing things that are already happening within a more effective and disciplined system.

The process of examining yourself and examining the world, within a cohesive framework, gives a stable way to reference what is changing in your environment and therefore highlights both risks and opportunities. Procurement functions in particular are well placed to understand the world and the organisation, and so have a vital part to play in making sense of it all – however crazy the world threatens to get, and well know that there are opportunities amidst the doom, gloom and fake news!

Four Ways Business Can Step Up To Industry 4.0

The challenges of Industry 4.0 are also its opportunities, writes John Pollaers, Chair of the Australian Advanced Manufacturing Council.

The ideas behind the Internet of Things (or “Cyber-Physical Systems”, “Machine-to-Machine Interoperability”, “Industry 4.0”, or several other names), are not particularly new. What is new is the convergence of existing technologies and corporate strategies.

The term Industrie 4.0 was first used in 2011 at the Hannover Fair. It is both a prediction of the ways things are headed, and an actuality. It was coined to describe a number of trends and technological developments that are causing a quantum leap in the way things will be made, and how products are being transformed by technology. The “leap” is the key concept at play here, as industrial revolutions 1 through 3 were all driven by a technological leap that changed the manufacturing landscape, and society along with it. To summarise:

  • The 1st industrial revolution was about mechanisation.
  • The 2nd revolution was driven by electrification.
  • The 3rd centered around automation and IT integration – this transformation is still going on in many countries.
  • The 4th industrial revolution is about the merging of the cyber and the physical worlds.

How will Industry 4.0 transform manufacturing?

The basic principle is that by connecting machines, work pieces and systems, businesses are creating intelligent networks along the entire value chain. This means greater flexibility – with information gathered in real time, and factories able to adapt more easily to changing requirements.

It enables customisation and servitisation of products; and a customer-specific production operation.

As factories, supply chains and products become networked, the lines between the physical and digital world will be increasingly blurred. Virtualisation enables the so-called Smart Factory by linking sensor data (from monitoring physical processes) with virtual plant models and simulation models.

There are many challenges ahead – and perhaps the most significant among them is developing global industry standards. The world’s two industrial powerhouses, Germany and the United States, recently came together to work collaboratively on aligning global standards and technologies. Australia’s own Prime Minister’s Industry 4.0 Taskforce is closely supporting that effort – aiming to ensure Australia is connected globally.

The flexibility tipping point 

The future for advanced manufacturing is high value, high margin products – but this will require constant innovation and flexibility. The good news is that technological developments are beginning to enable that flexibility on the factory floor and throughout the entire manufacturing system. Some examples of flexibility include:

  • Production becoming increasingly distributed.
  • A greater reliance on smaller-scale manufacturing plants and micro-factories.
  • The market becomes the world.

This flexibility will deliver two key advantages for Australia and other countries looking to scale up their manufacturing sectors:

  1. The first is a greater ability to co-locate research, design and manufacturing – accelerating the innovation process.
  1. The second is a bigger market – we are no longer constrained by the size of our domestic market.

Four ways businesses can step up to Industry 4.0

If industry is going to lead the way into the world of Industry 4.0, there are four key shifts in thinking that need to take place in leading organisations:

  1. Where once your organisation may have needed to reinvent itself every few decades, today, an onslaught of shocks – technological, cultural, economic, and regulatory – will force you to transform every few years.
  2. Five to ten years ago, your CEO might have become a business icon through a single transformation. The minimum requirement now is being able to execute multiple transformations.
  3. Success today means fostering a culture of continuous reinvention—reinvention in your business models, customer interactions, employee engagement, and the markets you serve.
  4. We need to fully appreciate the power of analytical systems, be able to establish employee familiarity and ensure organisations have the right talent to leverage technology opportunities.

The Australian Advanced Manufacturing Council is a CEO-led private sector initiative pursuing Australian success in advanced manufacturing. The AAMC brings together industry leadership to drive innovation success and resilience in the Australian economy.

 AAMC Chairman John Pollaers will deliver a keynote speech at PIVOT: The Faculty’s 10th Annual Asia Pacific CPO Forum.

Talk About A Revolution: The Smart Factories of The Future

You say you want a revolution? Well, you know, all procurement pros want to change the world… Perhaps that starts with the smart factories of the future, which will need to embody innovation. 

Revolution is in the air. Smart factories of the future will need to be innovative, nimble and smart; constantly changing and improving on the back of intelligent use of data. Professor Robert Harrison explains the challenges and opportunities for forward-thinking manufacturers.

If you haven’t heard of smart factories yet, you’ve probably heard of Industry 4.0 or the fourth industrial revolution. Smart factories are the next big predicted change to affect manufacturing, causing a new revolution in industry.

By integrating technology and information in real time, traditional factories will turn from cost centres into profitable innovation centres. Cyber-physical systems (CPS) will monitor the physical  processes within modular structured factories, and a virtual copy of the physical world will be mined for data in real time, enabling decentralised decisions.

What’s all the smart factory fuss about?

These new systems could, for example, identify run-time optimisation by feeding back information related to product, process and production resources, or identify best engineering re-use. We will be able to be ‘smart’ in our manufacturing choices, from product design and evaluation, right through to manufacturing, the supply chain and service provision.

The increasing availability and use of distributed industrial CPS devices and systems, if aligned with the Internet of Things (IoT) and Internet of Services (IoS), could radically change the nature of manufacturing and provide new opportunities to develop more-effective, finer-grained, and self-configuring automation systems.

To achieve this, manufacturers will need to make changes. To realise effective CPS for industrial automation implies the need for engineering tools capable of supporting distributed systems. This is coupled with a major shift in emphasis from traditional monolithic, specialism-based, isolated engineering tools and methods, towards integrated, cloud-based infrastructure based around an IoS and associated data.

So what’s the problem…?

Current automation systems engineering methods are frequently criticised for their poor performance in supporting re-use, and are often unable to effectively validate automation solutions across supply chains. Integration between real and virtual systems is often less than ideal, which makes it difficult to plot an efficient automation system lifecycle from specification and design, through to commissioning, validation, operation and reuse of systems.
Simply put, the engineering process we have at the moment is disjointed and it could be so much smarter.

Another oft-cited problem is that the majority of the automation tools currently at our disposal are vendor-specific and support largely closed control environments. While they may offer good point-solution functionality, are well supported, and can deliver robust operational systems, they often have limited agility.

These factors lead to delays and ultimately to poor lifecycle uses of information, with lessons learned not being fed back into subsequent iterations of the system.

… and the solution?

Cyber-physical systems are distributed, heterogeneous systems connected via networks, and usually associated with the concept of the IoT. The vision for the new CPS lifecycle is one of seamless integration between engineering build and operational phases.

The digital model continuously updates to and from the physical system, and lessons learned are fed back into subsequent refinements of the system, making them ever smarter.

At WMG, we focus on the design and implementation of automation, systems engineering tools and methods adapted to the specific nature of CPS. Part of a new engineering software environment – vueOne – is currently being used to support Ford’s virtual engineering activity in powertrain assembly in the UK. vueOne is also being used to support engineering of battery and electric motor make-like-production systems in partnership with a range of automotive companies.

Properly supporting the full manufacturing lifecycle is important if we are to maximise the business benefits for the smart factory. At a simple level, once a digital model of a production station has been created, this information can be utilised via apps on mobile devices to enable support for production systems on the shop floor. This may be in the form of viewing digital data for monitoring and maintenance purposes.
However, in more sophisticated scenarios, augmented reality can be provided, overlaying key system information visually over physical views of the production system, and to support this we’re currently developing a suite of mobiles tools.

A key aspect of smart factories that will ensure they are truly successful is having a pipeline to progressively develop and then maximise the impact of innovative automation systems. For example, developing proof-of-concept systems from bench-top demonstrators, through full-scale pilot implementations, make-like production lines, and ultimately to factory installation, working closely with industry partners at all phases of this activity.

This article was originally published on The Manufacturer, via the THOMASNET Blog

Desperation: Somali Piracy Back On The Rise

After a relative hiatus over the past five years, international supply chains are once again threatened by a resurgence of piracy off the coast of Somalia.

Vladislav Kudoyarov/Shutterstock.com

At the height of the Somali pirate crisis in 2011, 151 vessels were attacked in one of the world’s busiest shipping routes. Thousands of hostages were taken and billions of dollars were lost in ransom, damage and delayed shipments.

An unprecedented international response saw the dispatch of over two dozen vessels from the EU, the U.S., China, Russia, India and Japan, which succeeded in reducing the number of attacks down to only 17 in 2015, mainly involving smaller fishing vessels.

However, last month, dozens of armed men in two small skiffs captured the Aris 13, an oil tanker flying the flag of Comoros, and escorted it to be ransomed in the semi-autonomous northern Somalian region of Puntland. The vessel was attempting to pass through the Socotra Gap, a route between Ethiopia and the Yemeni island of Socotra, when it was boarded by pirates. The route is often used by vessels as a shortcut to save time and money, but has been identified as a high-risk area by anti-piracy groups. According to reports, the Aris 13 was “low, slow and too close to the coast”, making it an easy target for armed attackers.

The Aris 13 was the first large commercial vessel to be captured since 2012, when the Greek-owned MV Smyrni, carrying 26 crew and 135,000 tones of crude oil, was held in a pirate anchorage for 10 months before being released for an undisclosed ransom.

Speaking at a news conference in late April, U.S. Defence Secretary Jim Mattis told reporters there have been “five or six” piracy incidents in the region in the past two months. An anonymous defence official told The Washington Post  that the increase in pirate activity could be linked to complacency among shipping companies, who may have relaxed their security procedures (such as carrying anti-boarding devices and armed contractors) in recent years.

What drives people to risk piracy?

Whilst the international naval response to the piracy crisis has been effective, the situation is expected to continue until the root cause is tackled – the lack of authority of Somalia’s central government. The country has been labelled a “failed state” since a bloody clan-based civil started in 1991. Other factors that drive piracy include:

  • Widespread drought and famine
  • Local anger over illegal foreign vessels fishing in Somali waters
  • Extreme unemployment with no factories or industry
  • Very low earning for fishermen (approximately US$5 a day)
  • The lure of high potential earnings from piracy and ransom money
  • Cash from piracy providing the first boom in living memory in coastal towns.

Reports are also emerging of piracy on the rise on the other side of Africa, along Nigeria’s coastline. Pirates have taken to kidnapping crew members for ransom along the major oil shipping route. Previously, hijackers would siphon off oil from commercial vessels, but now that oil prices have fallen, abductions have proven more lucrative.

In other news this week:

Uber to unveil flying taxi service by 2020

  • Uber has announced “Elevate”, a flying taxi service featuring electric vehicles capable of a vertical take-off and landing.
  • Users will be able to book a ride with their mobile phone app, with Uber’s marketing team already spreading the message of “push a button, get a flight”.
  • The biggest selling point of the urban air network is that it would be able to avoid congested streets in busy cities. The service is expected to launch first in Dubai and Dallas.

Read more at Smartcompany.com.au

 ISO 20400 launched to support sustainable procurement

  • The world’s first international standard for sustainable procurement was launched last week. ISO 20400 was created with the input of experts and industry bodies from over 40 countries and is expected to increase supply chain transparency globally.
  • The Standard is applicable to any organisation, public or private, irrespective of size and location.
  • Read more about the background to ISO 20400 in Procurious’ interview with committee member Jean-Louis Haie.

Access ISO 20400 here.

Best Of The Blog – 5 Point Checklist For A Rockstar Procurement Boss

Is your CPO a real procurement rockstar and do they keep you up to date with all the goss’?  Tania Seary offers a five-point checklist for vetting your prospective boss. 

Everyone loves a good throwback article, which is why we’re hopping in our time machine to bring you back some of the biggest and best Procurious blogs. If you missed any of the golden oldies, look no further!

This week, we’re revisiting an article by Tania Seary who explains why organisations must be very cautious when considering whether to rehire employees.

I’ve been told that in this day and age employees often choose bosses, not companies, when choosing their next job.  I thought I would share five things I think you should look for when selecting your next procurement boss.

Ask yourself, are they a CPO who:

  1. Kicks you out of the office. 

As helpful as water cooler chit chat and Google can be for finding answers to your questions, there is nothing more valuable than getting out of the office and meeting with your customers and suppliers.  Your internal customers will be impressed that you have made the effort to come and visit them and understand how they use the product or service you are buying for them.  Similarly, actually visiting a suppliers’ office or plant will help you understand a lot more about that category you buy and identify new ways to add value.

2. Fills you in on the goss’

While it’s not appropriate for your boss to share all the intricacies of what’s happening within the upper echelons of your business.  It’s important that you know enough corporate gossip so that you can expertly manoeuvre yourself and your projects through the minefield of personalities and relationships that make up your business.  Stakeholder engagement is one of the most important skills required to be a successful procurement professional, so understanding “the lay of the land” is critical to your success.

3. Helps you keep score

Whoever you are in an organisation, you need to demonstrate the value you are delivering.  In procurement, this often means savings, but it should mean so much more than that.  Your boss should work with you to explain how your role links to the delivery of the overall business strategy and how all the different dimensions of your role deliver value – efficiency, productivity, innovation, customer service and other non-cost related value drivers are all important conversations to your CEO.

4. Has a game plan

Yes, your boss should have an overall plan for how their team is delivering against the overall business strategy, but they should also have a plan for you – both for what you need to deliver and how you need to develop in the coming year.  The best CPOs I know are obsessed with finding the best people and helping them develop.  They send their people out to be trained up in the skills they need and to build peer networks that will develop their leadership skills.  The worst CPOs keep their category managers locked away from the rest of the world in fear that their people will be poached.  A great CPO doesn’t need to worry about this, because they know that they have developed a great employee value proposition that keeps their team engaged… and retained.

5. Is a bit of a procurement rock star

If your CPO is well known and has a strong peer network, this provides you with a type of insurance policy that they know what they’re talking about and will hopefully be a great teacher.  However, you need to be careful that they’re not so committed to building their own profile out on the speaking circuit that they’re not providing enough support to their team.  A healthy balance between managing their internal and external relationships should provide you with a leader that connects you and your organisation with the outside contacts it needs to “stay in the loop”, while keeping everyone on track within your organisation.

How you are going to assess your potential new boss against this checklist when you are outside the organisation? This is where your network becomes invaluable.  You will know someone who knows someone (use LinkedIn or Procurious to see the connections) who has worked for your target boss.  Contact them, have a chat, see how the CPO measures up.  The most telling sign of success is how the CPO’s employees have been promoted both within and outside the organisation…

Good luck!

Navigating The Changing Rules Of The Game In A World of Uncertainty

Change, change, more change and a hefty helping of uncertainty pretty much sums up the current regulatory landscape. Seal Software explore why winning the game has become more of a battle in an ever changing world.

Nothing sums up the current state of regulatory affairs quite like the acronym, VUCA.

V – Volatility 

U – Uncertainty 

C – Complexity 

A – Ambiguity 

The concept was introduced by the U.S. military towards the end of the Cold War and has since been used in reference to any conditions or situations that are, namely, volatile, uncertain, complex or ambiguous.

In a post-Brexit, ever-changing world, keeping up and complying with new regulations can be a constant struggle…

Change, change and more change…

Nothing could be more true about the regulatory landscape. This has become ever more apparent over the last year following the Brexit vote. Brexit is triggering the need to review and change currency and exchange rates, governing law and logistics terms within numerous contracts. Revisions to trade rules could also lead organisations to consider the impact on their business relationships. Proactive organisations are already starting their Brexit preparedness initiatives, and are realising it starts with a clear understanding of how these elements and many others are defined inside contracts.

The battle to understand new regulations

Of course, it’s not just Brexit. Changes in regulations in the financial services industry mean it’s a continuous battle to understand the new regulations, then implement them in the most efficient way possible by the stated deadlines to avoid penalties, fines, or worse.

The one global constant is the ever-growing strain this puts on financial institutions to keep up and comply. They must figure out how to comply with new rules and deal with potential reviews, and audits without adding disproportionate cost and disruption to the organisation.

Many regulations impact the way organisations make commitments or conduct transactions with their partners or customers. New and changing regulations require companies to find relevant contracts, review the affected language and identify excess cost, liabilities, risk and exposure that directly impact financial services organisations.

Only then can business decisions be made to revise or novate the contract, renegotiate commercial terms or terminate to avoid non-compliance. This has to be done for all affected contracts, which could be in the tens of thousands or more for some organisations.

Global regulatory bodies

Global regulatory bodies are enforcing mandates to better control the solvency and recovery actions of banks and lending intuitions in the case of future economic downturns. Several key mandates stem from the Dodd-Frank Wall Street Reform and Consumer Protection Act, signed in 2010 to reduce the potential for a recurrence of the recessionary economic conditions experienced in 2008 and 2009. The consistent theme across stress testing, “living wills”, vendor risk, and overall recovery and resolution mandates is that large financial institutions must have a clear understanding of their contractual relationships and obligations as a foundational element of compliance initiatives.

When organisations manage their contracts for regulatory compliance, they also get insights into the data to support critical business decisions and reporting. This may result in contract novation and repapering or restructuring, depending on the mandate, as well as allowing an organisation to meet changing regulatory mandates, in the best way possible. Managing risks & liabilities during changing regulatory & business conditions

The key to coping with change is agility

It’s critical for financial services organisations to remain agile. They need to have the ability to extract the appropriate data within an overwhelming amount of contracts quickly and without significant business disruption to manage risk, reduce liabilities and compete effectively during times of change.

Previously, when mandates changed, organisations would have to perform manual reviews as a part of their compliance initiatives, resulting in months or years of contract analysis and high costs. However, organisations can now reduce the burden of the contractual review aspect of their compliance initiatives. By using automated contract discovery, data extraction, review and analysis, up to 80% of their time can be saved, providing significant savings. This is critical when organisations are facing tight compliance deadlines and have to review and make strategic decisions on hundreds of thousands of contracts.

Using artificial intelligence and powered by an advanced machine learning framework, the automated solution can extract specific terms and provisions needed for regulatory compliance across all contracts. The framework can be taught by users to look for specific provisions and clauses.

What impact will IRFS16 have?

Let’s look at IRFS16, the new regulations for how leases are accounted for in financial statements. For IRFS16 compliance, all lease agreements need to be located and the impact of the change in regulation needs to be determined. Knowing which of your contracts are effectively leases can be challenging, and an automated contract discovery, data extraction, and data analysis solution will locate all contracts and centralise them in a repository.

The system can extract, gather and validate lease terms from the contracts by identifying which have lease provisions or language. This level of reporting helps business users understand the current environment and develop an optimal remediation plan.

This is just one example which demonstrates how financial services organisations can compete effectively in times of change. Complying with new regulations no longer needs to be such an arduous task.

Using an automated contract review and analysis solution can ensure compliance with global regulatory mandates and help manage the overall risk against defined targets. It can dramatically shorten the time and reduce the cost of contract reviews, as well as help model and analyse the business impact before any changes are made. This results in better decisions on the best ways to achieve compliance.

For more information on how Seal can help address regulatory compliance initiatives, please visit our website.

This article was guest-written by Seal Software, a leading provider of contract discovery. Seal Software uses artificial intelligence and natural language processing to help companies efficiently uncover what’s in their contracts.

Own It: Taking Control Of Your Own Procurement Destiny

No-one else is responsible for your career, which means you’ve got to take the controller and drive your own successes. Pauline Rolfe, speaker at this year’s Quest Women in Procurement event, shares her experiences of taking control and escaping the passenger seat. 

 

There is a lot of responsibility that comes with being asked to deliver a speech at a conference. You want to bring new ideas, provide insights into your area of expertise, but most importantly connect with and be relevant to your audience.

The opportunity to present at the Women in Procurement conference in Melbourne is one that I definitely took seriously. I did put a lot of thought into what I wanted to talk about as well as how to best deliver the message. After many rehearsals late the night before and one on the morning of the presentation I felt anxious but ready to do it.

The feedback that I’ve received from the attendees has been surprising and overwhelming – not only while presenting but mostly afterwards. The two personal examples that I shared that seemed to have resonated most with the audience were when talking about my number one career advice – “own it”.

For a long time I thought it was up to my manager to decide on my career and whether or not I would grow. I always had big dreams and ambitions but I really was in the passenger seat. Clearly I was not confident in myself.

Example 1- Going For It!

When I first saw that ad for a job at Accenture I thought “Wow, this looks like a great job with a great company, but there is no way I will be good enough”. A week later I saw that job ad again on LinkedIn and I told my husband: “Look at that great job with Accenture!” He said to me straight away: “You should apply! Go and do it!” So I did. Three days later I got a phone call from HR, and a week later I got the job. Without my husband pushing be and believing in myself I would never have joined this great company and worked on incredible projects. Isn’t that crazy? I told the audience that since then a major shift happened to me – I no longer wait for anyone to tell me whether or not I can or can’t do things.

Example 2 – Taking Control

Take the plunge and apply for awards. I remember on the night of the CIPS Australasia Awards Ceremony I was sitting next to a guy who asked me, “Who nominated you for the young procurement professional of the year award?” I said “No one. I just put the application in myself.” And I remember thinking “Gosh, lucky I wasn’t waiting for anyone to nominate me, because this would have never happened!”

It is not up to your manager, your partner or whoever to decide on what your career will look like. It is up to YOU. Don’t wait to be asked. Don’t wait to be nominated, just step up and lead. This may well be the key to building a great career – taking control and believing that you can do it.

It has been such a privilege sharing these thoughts and hopefully encouraging women to “own it”. Thank you everyone for your kind feedback, it has been a terrific two days!

Pauline Rolfe is a Procurement Operations Associate Manager at Accenture Australia. This article was originally published on LinkedIn.

One Skill To Rule Them All

Want to know what it takes to really make it in the procurement world? Cognitive tech expertise? A firm background in supply management? Nope – 72% of the ISM and ThomasNet 30 Under 30 Stars agree there’s another, essential ingredient to success…

cjmacer/Shutterstock.com

Last month, THOMASNET and ISM announced the 2016-2017 winners of the 30 Under 30 Rising Supply Chain Stars award, presenting the profession with an inspirational batch of role models who are sure to attract more Millennials to the supply management profession.

Procurious has been lucky enough to sit down with many of the winners to find out what the award means to them, what it takes to be a 30 Under 30 Rising Star and how they embarked on a career in supply management in the first place. We’ll be revealing all of our findings throughout this series of articles but first up, what key skills are the winners acing?

You can forget prioritising the development of your tech skills. It turns out that communication is absolutely the crowning glory of all procurement skills.

Communication is king

72 per cent of 30 Under 30 winners named communication as one of the top three skills that have been essential for their success, which is unsurprising given the nature of most procurement and supply roles. Nick Imison, Subcontract Administrator at Northrop Grumman Systems Corp,  reminded us, “You often have an extremely short period of time to capture someone’s attention, explain why you need to go down a given path and  effectively relay what it is you’re trying to accomplish.”

Corey Gutafson, Senior Buyer at Deluxe Corporation, explained that he had to hone his communication skills very quickly at the start of his career. “If I’d had to do a five-minute presentation when I was in high school, I might have passed out from nervousness.  But communication in supply management is HUGE! Whether it’s via email, on the phone, presenting online or in person, we’re always talking with many different stakeholders and suppliers. If you’re not a good communicator, you’re going to have a difficult time.”

Barbara Noseda knows a thing or two about communicating under different circumstances. As a Global Sourcing Associate at Johnson & Johnson, she is very much in a global role which might mean she begins the day focusing on Europe and ends it with Africa. As such, she sees enormous value in being conscious of global differences and managing these, as well as being able to communicate effectively internally. “I’m a big fan of CQ (Cultural Intelligence) and I think it should be given much more importance. But internal communication is also important. As a sourcing associate, I often find myself talking with CEOs, having  to explain what I want and packaging it in a way that means they see the benefits.”

Know your data

“It might be cliché but in today’s world you have more data at your fingertips than ever, which means data analysis skills are crucial” says Matthew Montana, Category Lead at Pacific Gas and Electric Company. “It’s important to be able to manipulate data and use it to your advantage.” Indeed, 45 per cent of the 30 Under 30 Stars rated data analytics as one of the top three skills for procurement professionals.

Imison describes data analysis as the “ability to look at a given situation and provide some sort of useful evaluation, such as selecting the best path to go down from a financial perspective.”

But being great at data analytics isn’t just about … well,  being great at data analytics.  Gustafson has found his data skills have worked wonders for his relationships with senior team members. “It’s helped me develop some strong relationships with some of my older colleagues. I help them with analysing data and they can  help me with things like contract terms or negotiation tactics. If you don’t have tech savviness, it can take four or five hours to do a 20 minute job due to lack of efficiency.”

You can’t go wrong with a generous helping of these key skills either…

Some of the other key skills highlighted by the 30 Under 30 winners include:

  • Team work
  • Adaptability
  • Dependability
  • Perseverance
  • Flexibility
  • Empathy
  • Time management

It’s interesting to see that the majority of skills highlighted are “soft skills” (although we hate calling them that!)

Abhishek Dahiya, Chief of Staff for Global Materials Dell Technologies,  thinks it’s important to stay up to date with the latest developments in the industry. “An openness to learning things that are out of the scope of your job makes you perfect for that job!”

And, of course you can’t go wrong with a persistent attitude, even if it’s in the form of some good old-fashioned relentless pestering as Amanda DeCook, Sourcing Associate A.T. Kearney, points out. “Sometimes you have to have the confidence to just go for it; pick up the phone and cold call a supplier. It can be scary but the worst-case scenario is that they won’t answer. And if they don’t, embrace that can-do attitude and keep calling (whether it’s three or four times) until they do!”

The 30 Under 30 Rising Supply Chain Stars will meet for the first time as a group at ISM2017, where ISM and THOMASNET.com will roll out the red carpet to celebrate the winners’ achievements and broadcast their success stories to other young people considering a career in supply management.