Institute for Supply Management (ISM) CEO Tom Derry tells Procurious that people need facts, not speculation and fear, when it comes to understanding the impact of Brexit on US business.
ISM took the unusual step this month of releasing a supplementary Report on Business, focusing specifically on the impact of the UK’s Referendum on EU membership on US business.
The decision was prompted by a flood of enquires from US business and media representatives about whether the data for this month’s highly anticipated and influential report would reflect the fallout from Brexit.
“We decided to go back to our panel of over 600 procurement professionals with a tailored series of questions about the net financial impact of Brexit on their organisations”, said Derry.
“More importantly, there has been an enormous amount of speculation about the impact of Brexit, fed by a sense of unease and uncertainty. ISM was in a position to gather real data and put the information out there so businesses can make informed decisions based on facts, rather than fear, concern or emotion.”
The report will serve to dispel much of the speculation around the impacts of Brexit on US business. The vast majority of those surveyed reporting that Brexit will have a “negligible” impact on their business. Only one in three thought their firm would be negatively, or slightly negatively, impacted.
The main concerns for those who do anticipate an impact include the exchange value of the dollar, changes in demand globally, financial market uncertainty, and currency movements.
“The report demonstrates that despite the speculation, the majority of US businesses feel that Brexit will have a negligible impact”, says Derry. “This is because the US has a comparatively low export economy at only 13 per cent of GDP, so we are relatively insulated from the impacts of currency movements and global demand. We’re not a huge commodity exporter, although the strength of the dollar is of course a concern for those who are in the exporting business.”
Derry says that in the short-term, trade relationships are stable. “For US firms doing business in the UK or EU, very little has changed. For now, we’re good – business is predictable, and we love predictability and certainty.”
Future Investment Shift
In the long-term, however, US businesses may not choose to invest additional dollars in the UK. Historically, a lot of companies (such as car manufacturers) have used the UK as their port of entry into the EU, due to its shared language and talented workforce.
Derry added, “That option may no longer be so attractive, and discretionary investment will probably shift to Eastern Europe – Poland or the Czech Republic – to have a presence within the EU, and take advantage of low-cost labour.”
Derry says that the Brexit referendum is a historical event. However, in 10 years it is likely to be seen as a political decision, rather than an economic one. “The ‘sky is falling’ scenario is certainly overdone”, he says. “I don’t think we’re going to see the fracturing of the EU over Brexit.”
“It’s important to keep our vision focused forward. As supply management professionals, we work in the global economy and a major shift, such as Brexit, forces each of us to recalibrate our global supply strategies and trade relationships. The EU is the largest single market in the world – we can’t ignore it.”
It was argued that poor career guidance was stopping young people making informed career decisions, which in turn was harming the country’s economy.
The report, the first published by the Sub-Committee, also argued that there needed to be greater oversight over the wealth of organisations, service providers, and websites set up to offer careers advice.
The report concluded that schools needed to be held to greater account when it came to careers services, and that this should make up part of annual inspections.
“Big Stick” Approach Wrong
However, the report came in for criticism from head teachers’ leaders, who argued the “big stick” approach of downgrading schools for poor performance wouldn’t solve fundamental issues with the careers advice system.
Malcolm Trobe, interim general secretary of the Association of School and College Leaders, said that there were severe problems in the existing system that urgently needed fixed, while school budgets were frozen and under severe pressure.
It was argued by other leaders that the threat of downgrading and inspection was not an effective way of driving improvements in career guidance.
Effective Career Guidance
However, there was agreement that steps needed to be taken in order to better equip students and school leavers with the right advice for their careers.
As the business world continues to change and evolve, students need the best possible advice about experiences, qualifications, and training needed for chosen careers, or how to get involved with new and emerging industries.
And this is not necessarily about just encouraging school leavers to go on to higher education and university, a criticism which has been levelled at many schools, but also making them aware of apprenticeships and other work opportunities.
This could be done through giving pupils better access to employers while still in school, work experience opportunities, and career talks from former pupils and local business leaders.
Seamus Nevin, Head of Employment and Skills at the Institute of Directors, said: “The IoD welcomes the committee’s focus on careers guidance, which by all accounts remains an Achilles heel in the UK education system.
“Alarmingly, just 43 per cent of students currently receive any formal careers guidance before choosing their A-level subjects and yet the subjects they choose can severely restrict their employment options later in life.
“This is partly because only 83 per cent of secondary schools employ a qualified, full-time careers adviser, with many relying instead on other support staff to fill career guidance roles. The only way to solve this problem is to improve guidance, not punish schools for being poorly equipped.”
The political environment in Australia is tense, even as the Liberal Coalition claims victory by the slimmest of margins. How the corporate landscape will be impacted by the outcome is merely a guessing game.
It’s been something of a topsy-turvy year, and couple of months in particular, for political uncertainty around the world. The on-going US election campaigns ahead of the November election have polarised opinion, while in the UK the Brexit vote has individuals and organisations alike trying to uncover the full extent of the changes.
And while there is likely to be more instability in the coming months, the ongoing uncertainty around the Australian election has the business community and procurement leaders watching with baited breath, given that what elements of business trade could be impacted by this is anyone’s guess.
With 80 per cent of the vote counted, we do know that Malcolm Turnbull will be returned as Prime Minister, after opposition Leader Bill Shorten admitting defeat on Sunday, according to recent media reports.
The Liberal Coalition is expected to win just enough seats (76) to form a majority government. But the rest of the line-up could take weeks to finalise. And Turnbull has an uncertain and challenging year ahead, as he faces difficult negotiations with independent members of parliament, a hostile Senate, and potential mutiny within his own party.
The election was held against the backdrop of a particularly complicated political environment. Laura Tingle, the Australian Financial Review political editor, helped to outline why in her keynote address to the Asia-Pacific CPO Forum in Melbourne earlier this year.
Back in 2013, Australian voters wanted to get rid of the Labor government, with many viewing it as a “soap opera“, as Julia Gillard first took over from PM Kevin Rudd in 2010, before being challenged by Rudd twice, resulting in Rudd leading Labor again at the 2013 election.
However, Tingle explained that the ‘coup’ in 2013 from Rudd isn’t the only reason the electoral situation was in flux.
“Voters have been utterly disappointed by the Coalition under Tony Abbott, and confused and angered by what has happened since Malcolm Turnbull took over,” she says.
The highly respected journalist and political commentator told forum attendees that it’s rare for there to be a uniform swing across seats in an election, and that she can’t think of an election where there are so many unknown factors at play that could create wild outcomes.
For example, the Melbourne seat of Batman, once considered technically the safest Labor seat in Australia (with margins of 21 per cent), was only just held by Labor during the election. The significant change is due in part to rapidly changing demographics in the seat.
In addition, there was a lack of clarity in the state of Queensland as to how the votes would be cast, with independents including the hard-right Pauline Hanson picking up support from dissatisfied voters.
Political Instability Ahead
Tingle argued that Australia was heading into a period of instability.
“When I say ‘uncertainty’, I mean it in the sense that we really don’t known what the election outcome will be if we judge it purely by the numbers.”
Prior to the election, the question was really about whether or not the electorate really wanted yet another change in prime minister.
“Ironically, I think it is the Coalition – the current government – which is more of a policy unknown that the Labor Party.
“The Coalition has been thrown off course in the last couple of years. First by its political incompetence and lack of policy savvy. The 2014 budget has become the byword for this, but there was much that proceeded it in terms of policy towards business even before the budget was brought down,” she says.
Complex Issue Resolution
Even if the government is returned to power, and it looks likely that it will happen, Tingle argued that the major issues, such as health funding, schools funding, and universities funding, would have to be sorted out one at a time, due to the complexity of the issues in the political environment.
“None of this, in reality, leads you to think that either side of politics can have a real breakthrough moment. There has already been a lot of commentary to the effect that much will depend on the size of the majority Turnbull is able to command in the House of Representatives.”
The most basic measure Tingle has learned covering politics and policy making for so long is the capability of politicians to react to the issues of the day.
“When I say that, I mean it is assessing what you believe their underlying capability is to deal with the stuff that comes along every day when governing a country, rather than the set piece policy positions you draw up beforehand.”
However, it’s not all bad news, particularly from the point of view of public sector spending and government procurement. Even in the midst of the political upheaval and turmoil, it appears to be a case of “business as usual” for procurement.
The Federal Bureaucracy, which is unelected, and as such unaffected by the election until a result is declared, has assured people that the chaos is mainly isolated to the parliament itself.
They have stated that since the election, there have been a large number of state and local government authorities calling for tenders, announcements of grants, and new public works projects. In addition to this, there are tender notices still being issued for on-going projects, suggesting that business will continue however the final few seats fall.
What are your thoughts on the Australian elections? How will your business be impacted by the political uncertainty?
Meanwhile, we’ve been keeping track of the all the major procurement and supply chain news headlines this week…
China Cosco to invest in Port of Piraeus
One of the largest seaports in the world, the Port of Piraeus, was sold to China Cosco Shipping Corporation for €368.5 million in April this year,
The deal represented a major privatisation and was a central plank of the €86 billion bailout deal agreed with Eurozone partners.
This week, China Cosco announced its plans for the site, including an investment of over €500 million in the port over the next five years. The company will focus on developing the cruise and shipbuilding industry.
Chinese president Xi Jinping said this week, “We are certain that Piraeus will open new prospects for the broadening of Greece-China cooperation in transport, infrastructure, telecoms and shipping”.
Robot maker Starship Technologies has launched a test programme for their self-driving robots.
The test will involve the robots delivering packages, groceries and goods in the UK, Germany and Switzerland.
The robots drive autonomously in a 2-3 mile radius and are monitored by human operators.
Rolling on six wheels, the robots find their destination using GPS, radar and camera, and are able to navigate around obstacles and follow traffic rules. Customers open the secure compartment to access the delivery using their phone.
Justin Sadler-Smith believes that procurement must improve its technology utilisation, or risk being left behind by the organisation.
At the Big Ideas Summit 2016, we challenged our thought leaders to share their Big Ideas for the future of procurement.
From ideas that have the potential to change the very nature of the procurement profession, to ones that got the assembled minds thinking about the profession’s impact outside of the organisation, the response we received was amazing.
Justin Sadler-Smith, Worldwide Sales Leader at IBM, believes that, in the past, procurement’s technology utilisation hasn’t been effective or efficient enough for the profession to access its full value.
Justin also believes that too many procurement professionals and leaders believe they still have time to build capability. However, many don’t realise that technology change, such as cognitive technology, is already upon them, and their technology utilisation needs to improve fast in order to keep pace in the marketplace.
Catch up with all the thought leadership and ours delegates’ Big Ideas from the 2016 Summit at the Procurious Learning Hub.
If you want to find out more about Big Ideas 2016, and what we have planned for 2017, you can visit our dedicated website!
If you like this (and you haven’t done so already) join Procurious for free today, and connect with over 15,500 like-minded procurement professionals from across the world.
British businesses can’t afford to wait before they take action and respond to the post-Brexit situation in the UK.
With uncertainty still abounding, and business implications not yet fully understood, two separate reports have confirmed that British businesses need to be taking action to prepare themselves for the Brexit.
Slowing UK Economy
The Markit/CIPS Purchasing Managers’ Indexes for both construction (weakest performance in seven years), and services (lowest growth in just over 3 years) showed that the UK economy was already slowing down before the Referendum took place.
The economic uncertainty following the June 23rd vote is likely to lead to further falls for July. Experts have advised that businesses need to take immediate action to mitigate these falls, particularly in the service sector.
And despite a fall in purchasing associated with these industries, companies also reported on-going supply chain pressures, including lengthening lead times linked to transportation delays, and lower supplier stocks.
Challenges for British Businesses
At the end of last week, the Institute of Directors (IoD) launched a paper outlining a wide-ranging assessment of what the Brexit means for British businesses.
While the IoD suggested that the UK will most likely retain access to the single market for goods, albeit with some concessions, the real concerns raised were also for the service industry.
The report highlighted that 83 per cent of IoD members had a link with Europe, whether via export, import, supply chain, staff or otherwise, and that these businesses needed to begin conversations with EU clients and supply chain to clarify what these changes will mean.
However, the IoD paper also offered the following thoughts:
The UK is unlikely to be able to deal with new trade partners whilst re-negotiating with the European Union and amending existing third-party arrangements.
Passporting for financial services will be difficult to negotiation, as remaining EU members will see this as an opportunity to shift business to European cities.
The IoD expects EU nationals living here to be able to stay once the UK has left the EU, but called on politicians to clarify this status as soon as possible.
In the immediate aftermath of the referendum vote, IoD members considered the key priorities for the Government to be:
Take steps to stabilise the economy in the face of any negative reaction in financial markets.
Securing a new trade agreement with the European Union.
Prioritise new UK trade agreements with high growth markets and ensure preferential market access to third countries (via existing EU trade deals) is maintained
Clarifying the status of EU citizens in the UK, and UK citizens elsewhere in the EU.
Simon Walker, Director General at the Institute of Directors, stated: “In the wake of the EU referendum vote, we now need politicians to respond coherently to provide stability as we work out our future path. We must not lose faith in the ability of British businesses to overcome these challenges.
“The IoD is resolutely positive about the opportunities that globalisation brings. We were promised an open and outward looking country after Brexit. Whoever ends up in charge must deliver on that pledge – a Britain that continues to play an outsized, global role in a world that is coming together, not moving apart.”
Allie Renison, Head of Europe and Trade Policy at the Institute of Directors and author of the report, added, “In the wake of the referendum, the most pressing concerns for businesses are responding to the short-term consequences stemming from disruption to financial markets, and preparing for longer-term ramifications, and maximising any opportunities that a post-Brexit landscape stands to offer.
“With such a high degree of integration into EU markets, British businesses need to consider the possible outcomes of negotiations and whether we have access to the single market. There are a number of areas outlined in this report where we can forecast a range of potential changes to policy that firms should take into account when making any adjustment plans in the wake of Brexit, with both short and longer-term perspectives in mind.”
Ask the question, “What are the challenges procurement faces?” and you’ll get the same responses time and again. So how do we overcome the key challenges and move on?
We’re looking back at some of Procurious’ most popular content from the past 12 months. First up, we revisit an article on the 4 challenges procurement faces, and how to overcome them.
Why? Well, the nature of these challenges never seems to change, so by shining a spotlight on them again, we aim to start a conversation on how to finally put these challenges to rest!
Challenges Procurement Faces
Results from a newly published study shine a light on an assortment of internal challenges facing the procurement function, as well as its changing role as we enter an uncertain future.
Xchanging has issued the first results from its 2015 Global Procurement Study of more than 800 procurement decision makers.
These first set of results look at internal challenges and the new role of procurement, covering misaligned KPIs, lack of internal engagement, capacity issues and skills gaps.
Challenge #1: Misaligned KPIs
Despite the now wide ranging responsibilities of procurement decision makers, 47 per cent name ‘cost savings realised’ as their number one KPI. The top four KPIs listed are all cost related. CSR/Sustainability impact, by comparison, is ranked as the least important at just 1 per cent.
Chirag Shah, Executive Director, Xchanging Procurement comments:“These results strongly indicate that there is a problem with the current KPI structure. Procurement teams are responsible for many business critical functions. From risk management to sustainability impact, procurement is engaged in activities that far surpass its cost-cutter legacy.
“The metrics against which organisations track procurement’s performance do not line up with what procurement actually delivers.”
Challenge #2:Lack of Internal Engagement
63 per cent of procurement decision makers globally identify ‘internal stakeholder engagement’ as a challenge, with 14 per cent claiming it is as an extreme challenge.
Shah explains: “Procurement’s strategic capability isn’t being understood and because of that, it isn’t appropriately valued. Not only is this causing problems for procurement performance, it is also restricting business success. By not engaging with the procurement team and fully understanding what it can deliver as a strategic partner, companies are limiting their potential for growth.”
CPOs clearly feel more internally valued than procurement middle management. 60 per cent of CPOs feel that procurement is a C-level priority in their organisations, compared to 37 per cent of procurement middle managers.
Shah makes a number of recommendations based on the findings: “To improve internal engagement, and properly communicate the value of procurement, procurement departments need to consider tactics such as introducing governance boards, using score cards to track deliverables, leveraging analytics and reporting tools to demonstrate results and even re-labelling team members with non-cost centric job titles that relate to their roles, for example ‘Risk Manager’ or ‘International Consultant’”.
Challenge #3: Capacity Issues
According to Xchanging’s numbers, 80 per cent of procurement decision makers identify ‘procurement team time pressures’ as a challenge, and 20 per cent as a major challenge. This implies that the majority of procurement departments are facing major capacity issues.
Surprisingly, in comparison, ‘talent shortage’ is considered an operational challenge by far fewer respondents, with 59 per cent citing it as a challenge, and only 12 per cent as a major challenge.
The number citing talent shortage as a concern drops to less than half (40 per cent) when asked if it’s a problem for the industry as a whole.
Challenge #4: Skills Gap
The skills considered most important for procurement professionals are ‘relationship management’ (88 per cent consider important, 59 per cent very important) and ‘negotiation skills’ (88 per cent and 58 per cent).
Significantly, these are also the areas where procurement decision makers identify the greatest gaps in skill set provision; around a quarter cite ‘relationship management’ (26 per cent) and ‘negotiation skills’ (23 per cent) as areas with the greatest gap in skill set provision. 23 per cent also name ‘project management’.
Want to read more about the challenges procurement faces? You can download the full report here.
Procurious caught up with Logan to talk to him about his procurement career, what the award means to him, and his love for football (or soccer, for any non-Europeans…).
How did you come to choose procurement as your profession?
I have always been a strategic thinker, enjoying exciting opportunities to solve new problems. This passion led me into Operations Management in the Fisher College of Business at The Ohio State University.
I had the opportunity to work two enjoyable internships with Marathon Petroleum Company during my college years as a Global Procurement intern, which initially sparked my interest in procurement. The experience I gained during college propelled me on to my current career path.
You’re a keen football (soccer) player and fan – can you draw any parallels between playing the game and excelling in your career?
One of the main reasons I like soccer is due to the strategic nature of the game, and the fact that you have to be thinking and planning your next move at all times while you’re on the pitch.
The scenario is always changing, so you have to constantly adapt to what other players are doing. There are very similar elements that exist in procurement. When preparing for a negotiation, it is critical to understand your market position and develop your strategy for capturing the best contract pricing and terms accordingly.
Due to constant market changes, there is always an opportunity to find new ways to add value for the organisation. This constant change and the challenge it presents is exciting and keeps me on my toes.
Do you think procurement is an attractive career for millennials?
I think it is a great time to start a career in procurement. Many corporations now understand the value that can be delivered to their bottom line by developing a high performing sourcing organisation. This revelation has created new demand for talented problem solvers that can effectively fill these roles.
What’s your advice for young people entering the profession?
Learn as much as you possibly can in a wide variety of experiences.
Saying “Yes” to a lot of diverse opportunities not only gives you a greater breadth of knowledge but also builds your credibility in multiple areas of the organisation.
What does it mean to you to be part of the 30 Under 30 this year? And what will it mean for your future?
It is such an honour to be a part of the 30 Under 30 program. I’m extremely grateful for the recognition, and it wouldn’t have been possible without such a great support structure around me to recognise my accomplishments, and take action to nominate me.
The award is a testament to the opportunities I have had the privilege to be a part of so far, but I think the best part about the experience was getting to meet so many other successful young professionals through the program.
The greatest benefit the nomination has for my future is being a part of a network of high achievers, who I can contact to discuss work challenges and new, innovative ideas.
Supplier segmentation could prove a useful tool for procurement in aiding risk mitigation in the supply chain. Sandeep Singh of Genpact explains.
In the first part of this series, we looked at the role of procurement plays in risk mitigation. In this article, Sandeep Singh, Vice President – Procurement and Supply Chain Services at Genpact, offers further advice on risk mitigation strategies, as well as how to create effective supplier segmentation.
What are good mitigation strategies for global supply chains in light of high impact factors like natural disasters and political instability?
To anticipate, prevent, and manage adverse events throughout their operations, global enterprises need enhanced visibility of their third-party risks. They need more efficient risk assessments to support targeted mitigation strategies, and the ability to predict potential outcomes throughout their operations.
Some of the mitigation strategies could include:
Having access to a list of risk assessed, qualified suppliers, who can serve as an alternate source of supply in case of an adverse event.
As part of a supplier selection process, adopting a multi-supplier strategy, where suppliers are located in multiple geographies, or where one supplier may have an ability to ship from multiple locations.
These mitigation strategies can easily be created by analysis of past trends and through leveraging digital technologies.
To increase the likelihood of third-party risk management (TPRM) initiatives achieving expected outcomes, organisations can adopt a Lean Digital approach, combining digital technologies, design thinking methods to focus on the end customer, and Lean principles that offer greater agility.
This approach tightly aligns risk processes to business outcomes, and helps overcome the challenges from legacy operations. This is done by driving the right choices end to end, rather than focusing on the individual parts of the process.
What is a good process to follow when carrying out supplier segmentation for risk management?
Multiple product or services, complex data structure and taxonomies, large supplier base across the globe and changing regulations makes supplier segmentation by risk a complex process.
Leading companies are increasingly relying on data-driven digital solutions, powered by the right set of business rules to conduct risk segment. The Lean Digital approach can make risk segmentation more efficient and effective. Typically to arrive at risk segmentation of suppliers, organisations can follows two broad steps:
Segmentation based on:
Category or type of product or services suppliers are delivering or will deliver – an office stationery supplier may pose no risk, as compared a supplier providing IT services, or a supplier providing raw material for the manufacturing of an end product.
Location of supplier – a supplier located in a developing country can be prioritised first, as compared to suppliers located in developed countries.
Nature of supplier relationship – how strategic or critical is a supplier to an organisation’s business. It may be more sensible to focus on suppliers with a long-term engagement, versus a one-time purchase.
Step 1 can also be taken to understand and manage inherent risk. It can help organisations prioritise their needs around risk, and can save lot of time, effort and investment into managing risk.
Organisations can assess suppliers’ relevant risk dimensions leading to their segmentation as low, medium or high risk. Risk dimensions, such as anti-bribery and corruption, and data privacy, need to be mapped with the category, or type of product or services, that supplier is responsible for delivering.
Further, a scoring methodology should be created, taking into consideration category and location of supplier, and then connecting it to an applicable risk dimension.
This scoring methodology should also consider weightings across various risk dimensions, so that the final output is a comprehensive risk score which can then be used for supplier segmentation into low, medium and high risk brackets.
Are there examples of good practice in supplier segmentation by risk, where organisations have mitigated their risks?
There is a good example of this through some of the work that Genpact has done with clients in the past. One pharmaceutical company wanted to improve its ability to assess its thousands of vendors and partners, particularly as regulators were taking a greater interest in third-party risk management.
The firm lacked standard processes for supplier risk management, could not provide timely or accurate risk reports, and could not keep up with the volume of assessments required. Genpact transformed the pharmaceutical firm’s TPRM operating model by defining and executing a scalable, five-step process for assessing third parties against its standards of excellence.
The organisation also introduced metrics, data-driven process management and technology to industrialise the process. This enabled more accurate and timely reports, reduced assessment cycle times by up to 40 per cent, and increased coverage to assess close to 100 per cent of the company’s third parties over a certain level of spend.
Genpact offers a number of procurement services that can be tailored to specific client needs, including end-to-end Source to Pay (S2P) services for both direct and indirect materials. Find out more by visiting their website.
Traditionally a prime hub for trade, logistics and communications, Dubai, the UAE, are looking to secure the future as a hub of business innovation.
On the 27th of November 2013, Dubai was voted as the host city for Expo 2020, an event that aims to bring together a global audience to discuss issues pertinent to every person in the world. Based on central theme of “Connecting Minds, Creating the Future”, Expo 2020 will also cover key sub-themes of sustainability, mobility and opportunity.
While the event will place the country at the heart of an event with an estimated 25 million visitors, it also helps to cement Dubai’s place as a centre for technology and business innovation.
Dubai is already well on its way to becoming a ‘smart city‘, with huge sums of money being invested in making the emirate a hub for IT and technology. In September 2015, Dubai was named as the second-best city in the world for expats wishing to start a business, while the UAE was among the top 10 countries for expats to work in.
These titles run in line with Dubai’s aim to open its doors to the best and brightest technology innovators and entrepreneurs. As part of its investment in infrastructure during its ‘Year of Innovation‘ in 2015, provisions were made to assist small to medium-sized startups with technological assistance, aimed at creating growth in this sector.
And, as part of this drive to encourage more global technology organisations to come to Dubai, Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of UAE and Ruler of Dubai, announced a $544 million fund to finance innovation in the city.
While the fund doesn’t actually go live in terms of investment until later this year, it is anticipated that it will provide funding to companies based in the UAE, as well as those providing “exceptional innovative ideas“, helping to drive growth and economic development across the region.
All of this comes as part of the UAE’s ‘Vision 2021‘, which aims to make the country one of the most innovative in the world. And it’s good to know that procurement and supply chain have a key role to play in this process too.
In the coming months, a huge procurement and contracting effort will be undertaken to award build work for the site, infrastructure and transportation to support the hosting of Expo 2020. Dubai is forecast to spend around $8 billion on infrastructure mega projects in the build up to Expo 2020 including hotels, new metro links and malls.
Kicking it off last week, the RTA awarded a $2.88 billion contract for the construction of its Expolink metro. This will be followed by purchase of trains to service both the new, and existing, Dubai metro lines.
It’s estimated that Dubai’s Road and Transport Authority (RTA) will look to 30 per cent of the project cost through private funding, with public-private partnerships mooted for the remainder.
Is it too much to ask for to have a little innovation in the procurement process? While traditional processes might still hold sway, we can only hope that the profession can get in on the act in the next few years.
Need something to chat about in the tea room? Or something to enjoy with your coffee? Here are the week’s big headlines…
States Come Together for Purchasing Agreement
TheNational Association of State Procurement Officers (NASPO) has been formulating a collective procurement agreement which is expected to benefit 34 states in America.
The Value Point platform will give states purchasing similar items cooperative buying power as one organisation, rather then by state basis.
The Cloud-based platform will enable information storage and allow for different payment structures.
The final agreement is expected to be signed off in August and will the states to move forward with a cohesive, cooperative approach to procurement.
A good CV is critical to getting your foot in the door in the recruitment process. A perfect CV can help you get the job of your dreams.
When it comes to finding a job, besides having the will and disposition to do it, it is essential to know how to present yourself! That is why you should be thinking very carefully about drafting the perfect CV.
A CV is a document that summarises detailed information about you. The importance of having a good CV generally lies in the fact that it is the first requirement when applying for a job. Your CV will be the main source of information —and first impression— that the company will receive from you.
The Perfect CV
If you are not really sure what type information to add to your CV or how to organise it, do not worry! Neuvoo have prepared a list of recommendations just for you:
Check if the country where you want to apply for a job offer has a specific format before designing your CV, as this may vary.
Try to be as specific and to the point as possible in the information you add to your CV.
Add your personal information: full name, age, career and courses, address and contact information. Furthermore, along with your phone number, include an email address and, when possible, add the user name of your social networks.
Nowadays, many companies consider the content and the use you make out of them very important. Try to keep all that information in a visible place, it may be at the top of the page or, if you want to explore a design variation, you could add a left-hand column with all this information.
Summarise the skills and abilities you have. It is essential for a business to know which are your strengths. They will take you into consideration if you have what it takes to perform well in your job.
Add previous work experience, in chronological order. Be specific in the tasks you performed. Include the name of the company you worked for and the period of time you were there.
Do not forget to mention the courses you took, additional studies and, if you master one or several languages, include them as well!
Vanessa Fardi is the Leader of US, Central America, and Latin America Team for Canadian startup neuvoo. Neuvoo is a job search engine that indexes jobs available online in one unique platform, without any charge for the source of the job. It was created in 2011 and is currently available in more than 60 countries.