Category Archives: Procurement News

Three Ways Businesses Can Emerge Stronger From The Pandemic

Three main trends will positively impact the Procurement space post-COVID-19 and beyond and help in responding to unexpected challenges


What a strange year it’s been. As we marked the start of 2020, and news started to circulate about a virus in China, no one could have anticipated the global health crisis that was on its way.

As more countries ease lockdown restrictions and business find new and creative ways to meet the needs of their customers, there are many learnings we can take from the pandemic. These range from critical changes to growth plans to adjustments to company culture to operational improvements to increase supply chain agility.

Like many companies, we recognized early in the crisis the difficulties we would all face in this new reality. To get ahead of the curve, my co-founder Monish Darda and I, along with our leadership team, developed a framework based on our values of Fairness, Openness, Respect, Teamwork and Execution—FORTE—to help everyone at Icertis make decisions to meet the demands we faced.

We call that framework our four rings of responsibility—taking care of self, taking care of family, taking care of community and taking care of business—and prioritize them in that order. We see the Four Rings of Responsibility as our way of amplifying our FORTE values to ensure we do our part to help win the battle against COVID-19.   

COVID’s Impact

Outside of our own workplace, I’ve been speaking with our customers about how the industry is coping with the upheaval. Their experiences map closely with the findings from the ‘How Now? Supply Chain Confidence Indexfrom Procurious that show only 1% of procurement/supply chain professionals felt ‘frozen’ by the COVID crisis. This is a testament to the rate of innovation across the profession and the strong role technology is now playing in helping drive speed and agility within procurement.

There’s no doubt that the pandemic exposed weaknesses in modern supply chain strategies as evidenced by the survey’s finding that 38% of respondents plan to expand their supplier base over the coming months. One of the main lessons that we are hearing from customers and prospects is that businesses need to create stronger, more flexible and diverse supply chains. To do this, it will be essential for businesses to identify areas in their supply chain where efficiency improvements can be made.

Leading brands are increasingly realizing this work starts with contracts, which define how your supply chain runs. By harnessing the critical business information in their contracts, companies can quickly address areas like value leakage and regulatory compliance, while accelerating the pace of supplier onboarding and reducing business risk.

Three Post-COVID Trends

In fact, a greater focus on risk management is one of the three main trends that will positively impact the procurement space post-COVID-19. Risk management used to be an abstract concept in the C-suite, only a concern for the CFO or the audit committee; now it is painfully tangible to everyone in the organization. Every business now recognizes (or should recognize!) that they need to take a programmatic approach to responding to black swan events. This underlines the need for having solutions in place that will allow organisations to clearly understand the risk/reward trade-off in all business processes. For example, being able to identify and manage risk throughout the contract lifecycle, is enabling procurement teams to examine their sourcing strategies to ensure they are not overly dependent on a single supplier. In the current business environment, where unfortunately many businesses are still struggling to survive, having a multi-sourcing strategy in place is a business imperitive.

Secondly, we will see greater alignment between the CFO and CPO. By the nature of their roles, CFOs have always been focused on those technologies that can give them business oversight of income and spending. However, the impact felt by COVID on that cashflow—from supply chain failures to shift in demand—has increased their focus on working with other areas of their organisations to identify and mitigate risk. As a result, they have become more invested in being able to structure and connect all of their company’s contract data, applying Artificial Intelligence (AI) tools to enable them to quickly surface and respond to threats, growth opportunities and challenges.

And finally, it’s well documented that the pandemic has forced an acceleration of digital transformation efforts. Satya Nadella put it best when he observed, “We’ve seen two years’ worth of digital transformation in two months.” It is clear that innovation will take a front seat in the post-pandemic business world. Companies have seen the benefits of having cloud-based technologies and processes such as contract lifecycle management available to them when working remotely. I anticipate that we’ll start to see increased investments across the board as businesses look to protect themselves for future disruptions and reinvent how they do business.

Then beyond digitisation, a greater focus will be placed on investing in technologies that can enable advanced data analytics, so that businesses are able to use this insight to keep out in front. This is where contracts will take a central role, providing more intelligence and connecting to key business processes so they are able to provide the right foundation for growth and evolution, and allow organisations to respond to unanticipated challenges and changing marketplace dynamics. 

It’s been a challenging few months for everyone, but I am more confident than ever that if we keep our four rings of responsibility top of mind and take the lessons learned from COVID seriously, we will look back at this strange time and realise that it transformed the way we do business for the better. 

Harnessing The Value Of Strategic Suppliers

We should care more about strategic supplier management right now, despite this being the time of COVID, budget cliffs, and “everything is on the table” portfolio reviews.


While procurement’s roots sometimes feel operational, based on the tactical action of turning a requisition into a PO, the trunk of the procurement tree is strategic sourcing. In even moderately mature organisations, we see teams organised around execution of an n-step sourcing process designed to consolidate volume with fewer suppliers and generate cost savings.

For those teams that have advanced to category management, there’s an effort to better understand stakeholder needs and the external market, and to build out a longer-term project plan to drive value beyond savings. Think of those projects as the branches that continue to grow and generate new value. Check out this post for more on cost savings opportunities and this one on post-COVID strategy.

It’s often not until we get past a certain stage of organisational maturity that supplier management really becomes an area of focus. In a seedling organization with a thin trunk, the idea of spending time out on thin branches may feel wasted when there is fresh spend to be sourced.

However, now that most procurement organisations are mature enough to be thinking about value beyond savings – and I believe most are, whether they are recognised for it or not – we need to think about the opportunities hanging off those branches. Where do we want to spend our time? On the thickest, strongest branches that can support our future objectives, with many offshoots for new value, of course.

Stepping away from the tree analogy (sorry if that went too far), what many of us in the function have learned over time is that more value can come from nurturing our existing supplier relationships than from sourcing events with new suppliers. In fact, when growth stagnates and we rely on these partners to see us through hard times, strategic supplier management can become a competitive differentiator. Companies with access to the latest technology, the best support levels, and the freshest ideas, are the ones winning in the modern world.

My first research study on Supplier Relationship Management (SRM) was back in 2006, and these concepts were just coming into vogue. Then I did two more studies, each five years apart, with very little difference in industry maturity.

In that time, I had numerous large organizations come to me saying, “we need to build up an SRM program.” Sometimes the same company, five years after the last attempt had failed and management was back to square one. Here I am again, testing the market with another study, this time focused on the practices and outcomes from our most strategic suppliers.

Why should we care about strategic supplier management right now, in the time of COVID, budget cliffs, and “everything is on the table” portfolio reviews? It’s important for a few reasons:

In times like these, we rely on our partners even more

As much as we want to run out and negotiate cost reductions, we all know many companies would not have made it through the last six months without a strong supply base. Monitoring risk and financial stability is critical right now. Knowing enough about the financials of a key supplier is important when seeking out savings – some are hovering on the brink of collapse, while others are doing just fine. (Talk to me about outsourcers’ margins here).

Innovation will get us out of this

If you thought digital transformation was a buzz phrase, wait until you are the only company handling paper mail from customers in a work from home environment while your peers have digitised their customer interactions. For those behind the tech curve, the last six months were more painful and lit a fire under some management teams to start investing. Who will enable that technology? Unless you have vast internal resources and capabilities, you’ll be leveraging third party partners (i.e., suppliers) to realize that vision. Categories like IT services are exploding with demand, and managing the outcomes of the largest partners will be critical to stay competitive.  

Portfolio reviews should be fact-based

What does that mean in this context? It means that if you are deciding which suppliers to keep and which to phase out, RFP away, or replace, you need to have a quantitative understanding of past performance. Too often, opinions, anecdotes, and emotions are brought to the table to keep or remove a partner. Strong performance management processes mean decisions can be rooted in actual performance, and perceptions can be validated or addressed proactively.

With these current day realities in mind, Everest Group recently launched a Pinnacle Model® study specifically targeted at management of strategic suppliers. Our Pinnacle Model methodology maps capabilities to outcomes and attempts to find the correlation between best practice implementation and results. By plotting organizations against each other, we can clearly see what is working and what is not.

In this study, we endeavor to understand how procurement organizations are handling the following challenges:

  • Lack of clear stratification of the supply base. With most organizations having thousands of suppliers per billion dollars of spend, it’s important to know where to focus your efforts. If the squeaky wheel is getting the grease, it’s easy for category managers to spend too much time chasing issues with less impactful suppliers.
  • Inconsistent or ill-defined internal roles. Many organisations have groups managing suppliers throughout the business as well as SRM efforts from procurement. If roles and responsibilities of various groups are not well defined, there can be overlapping work and missed opportunities. We delve into the objectives and activities of Vendor Management Organizations (VMOs) and other supplier management teams.
  • Too much manual effort due to lack of automation. Service management tools are well developed within IT but may not be broadly used across spend categories. There are now Supplier Performance Management (SPM) tools on the market using AI to tie contracts to service levels. Without proper tools in place – and adoption is still fairly low – tracking performance, monitoring risk, and planning actions across the supply base becomes highly manual. This is, in my experience, a primary reason many SRM initiatives failed. When we rely on spreadsheets and sweat, without a hard ROI, this is the first initiative to drop.
  • Poor outcome measurement. Even if the functional scorecard measures outcomes – and many don’t – are individual category and supplier managers rewarded for work done to manage suppliers? It’s typical to, at best, measure activities such as number of business reviews. Too often, teams are focused on savings to the detriment of value driven by innovation, performance improvements, and risk mitigation, and other stakeholder valued metrics.

Taking all these factors in consideration, are YOU giving your strategic suppliers enough attention? Take our Pinnacle Model study here to find out. I look forward to reviewing the results with you soon.

How Dawn Tiura Built The Largest Sourcing Network In The US

If you’re an ambitious procurement or supply chain professional, there’s plenty to learn from Dawn Tiura about the power of networking, and upskilling yourself in the important areas of third party risk.


“You’ve got to meet Dawn,” said Gabe Perez from Coupa.

“You’ve got to meet Dawn,” said Chris Sawchuk from Hackett Group.

“You’ve got to meet Dawn,” said Alpar Kambar from Denali.

So, I said to myself – “I’ve really got to meet Dawn!”

There’s literally only a handful of women in the world who own and operate their own businesses serving the profession.

So… it was great to finalIy meet the much-admired Dawn a few years ago at the LevaData conference in San Francisco. Finally – I had found someone out there just like me – someone who also believed in the power of bringing our profession together.

Dawn and I are still really getting to know each other. We next met up at the SAP Ariba conference in Austin. Then she did a fantastic job keynoting at our Big Ideas Summit in Chicago last year (on third party risk…which is her specialty and very timely for what we were about to experience this year!).

SIG is a powerhouse. They dominate the U.S. Their member companies are a who’s who of Fortune 500 and Global 1000 companies who get together frequently. Their upcoming Global Executive Summit will feature insights from senior executives and disruptive thought leaders; they host weekly webinars, one-day events and CPO Roundtables; drive thought leadership in Future of Sourcing; and they have a training and certification program for sourcing, procurement and risk professionals.     

So, I wanted to make sure the Procurious community knows all about Dawn and her amazing company….so I asked for this interview..

When you started SIG, what was your vision? Were you trying to build the largest sourcing network in the U.S.? 

I actually am not the founder of Sourcing Industry Group (SIG). I took over the leadership in 2007 and my original intent was to remake it from a “good ole boys” network into the leading organization for sourcing, procurement and outsourcing professionals. My vision was to be a disrupter to the industry, pushing the latest ideas to members and to help elevate the role of the CPO.

Has your vision become a reality? Has SIG become what you thought it would be?

Yes and we’re making progress everyday as we continue pushing the envelope to adopt emerging technologies and find new ways to streamline the process of procurement. Over the last 10 years, SIG has become the largest network for sourcing professionals in the world. But more important than the size of our membership is the collegial nature and information sharing that we have fostered. SIG brings people together to share best practices and next practices in a non-commercial manner that creates success.

What have been your secrets to success?  And what advice would you give to others thinking about starting their own entrepreneurial venture?  

The secret to my success is surrounding myself with people who are smarter than me. They are my inspiration and they never say “no” to my new ideas. I also pride myself with only hiring people who volunteer in some capacity in their personal lives. For me, I think that people who give back to their local community or for a nonprofit says a lot to me about their character. We also allow people to take time off work, with pay, to support their own causes. The people I have recruited to the team often come from my volunteer work where I’ve seen their work ethic up close and personal. 

Why do you think people join networks? And, in particular, your network, SIG?  

The reason people join is most likely not the reason they ultimately stay.  People join SIG to network, share best practices and to become better educated. They stay largely due to the network itself and the fact we are non-commercial. People enjoy the camaraderie, the fun we have and most importantly how we lift one another up and help each other.  Our members are all great people, they participate fully and care for one another.  

Why did you decide to have both buyers and suppliers in your network? 

This was easy for me, I came from the supplier side, having consulted in sourcing for more than a decade. I know first hand that consultants/suppliers/advisors/tech companies each work with hundreds of clients and therefore bring a wealth of knowledge to the table. I encourage this interaction and these relationships. 

I really admire how you have very clear guidelines on how your suppliers, vendors and sponsors can interact with your members. What are some of those guidelines and why did you put them in place?  

I am proud of our Provider Code of Conduct and it is critical that providers acknowledge the fact that our practitioners are very sophisticated and won’t buy from you if you are a “slick salesperson.” They engage you because you have the right thought leadership that strikes a chord, or the right technology at the time they are ready to investigate it. They don’t buy from brochures or from being “sold to.”  If you are found to be actively selling, you are given one warning and the second time your membership is revoked and you have to sit out of SIG for two years. At that time we will allow you to come back into the SIG Tribe.  

When we caught up last year at the Big Ideas Summit in Chicago (by the way, you did an amazing job talking about Third Party Risk!  Very timely!), I really learnt how busy your life is – running your business, organising your major events, hosting webinars, mentoring young people….you fit a lot into your day, week, month, year!  What’s your advice to others who are trying to manage and prioritise their time better? 

I feel best when I have a lot of projects to take on, from building curriculum, to mentoring and parenting. The more I have to do, the more deadlines I have, it motivates me. Without deadlines, I would achieve very little. For example, you didn’t ask me for a deadline for this article, so it didn’t get done for over a month. I set my priorities by keeping them balanced. I must do something to help someone else every day, that is one thing that I believe in. Whether it is donating time or money to a good cause, shopping for an elderly neighbor or mentoring youth, we have an opportunity to be kind and to give back every single day and we should take advantage of that opportunity. 

What’s your advice to ambitious professionals out there? What should they be doing right now to make sure they succeed into the future? 

Learn to open your mouth wider so you can drink more easily from the fire hose, because technology is going to change at an increasing rate of acceleration. Accept it, embrace it and never fight it. Also, bring your authentic self to your role, whatever it is. You can’t be successful without living your own truth. Don’t try and be what someone else wants you to be, be who you are and who you want to become. Err on the side of kindness always. 

Most importantly, how are you personally right now? Florida is being hit hard by COVID. Are you and your family OK? What’s happening in Florida right now? 

Thank you for asking, we are doing well. I have a high school senior in virtual school and kids in college all working from their apartments. 

Summary

Wow!  Whichever way you look at this, Dawn is an inspiration.

If you’re a budding entrepreneur out there, you have hopefully been inspired by Dawn’s vision and determination.

If you’re an ambitious procurement or supply chain professional, there’s lessons to be learned in the power of networking and upskilling yourself in the important areas of third party risk.

If you’re a supplier, looking to truly partner with our profession, SIG provides a trusted and valuable conduit into the important buying community.

What did you learn from today’s story? Let us know.

How To Skyrocket Your Influence In 2 Steps

Step away from the emoji button. Read on to learn how to build genuine influence in your personal brand. Learn to move beyond the micro engagements of liking and sharing. Be bold and brave – expand your connections and network by following our pro tips.


Mirror mirror on the wall

While browsing idly through social media recently I concluded that many of my peers have confused visibility with influence. Procurement is a small industry especially if you’re in a niche field or a small country. What makes this contracted market even smaller is that we stare into our own reflection. 

Seek to expand not reinforce the bubble 

Commenting, liking, gaining followers and profiling only those within your bubble only serves to reinforce the echo chamber that you reside in. Expansion and growth should be the aim of the game and that’s the trick that many are missing!

Number of likes and connections is not influence

All the chat about the importance of “raising your profile” has seen many people reach for the emoji button. They equate visibility and these micro engagements with achieving influence. I’ve even heard some peers brag about it “mate did you see my pic? Got 12 likes, brilliant ay? I’m raising my profile and building influence.” Um no, but I’m glad people liked your photo.

Sure, visibility will get your name out there and you’ll make connections but just like the platforms we use in our personal life, professional networking sites can create a trap for the uninitiated. They offer so much more than just how many followers you have!

Untapped potential

Think about how you engage online, do you make the most of all opportunities?

  • Chance to connect with and observe thought leaders
  • Expand your learning beyond your sector and follow other industry trends
  • Grow your knowledge of different areas within your technical field
  • Expand your support base by utlising online connections
  • Taking part in free webinars

Check out these tips to ensure you are getting the most out of your Procurious experience!

Fear stops meaningful engagement and expansion

Platforms where personal profiles are created on a “work self” image can fuel the fire if people view their professional / work self as separate to their “real life” self. On professional networking sites people can struggle to make genuine comments, challenge / ask questions or engage meaingfully for fear of looking dumb or speaking out of turn.

It’s such a lost opportunity! Don’t be afraid to be yourself, engage and connect with people.

What is influence and why care?

Influence is earned and grows over time. The difference between visibility and influence is that with a focus on your sphere of influence and who you engage with, you are building longevity and sustainability into your personal brand and therefore your career. You are thinking beyond your immediate role or even career.

There are many studies out there that have shown that people will change their careers significantly two or three times over the course of their lives, as described in this NY Times article.

How to get started

Hold up, I hear you… how on earth and am I meant to do that?

Start the same way everyone else does but don’t limit your professional networking to just likes, commenting and growing your connections. Keep your eye on the bigger prize.

Step one: getting started

  1. Join an accredited membership organisation like CIPS or IACCM. There are usually many ways to get involved and connect with lots of people through these avenues. This provides a supportive environment to get involved in chairing committees and speaking / hosting events.
  1. Awards. Keep an eye out for industry awards, nominate your team or yourself! I’ve seen some surprise winners – the only thing that set them apart from others was that they simply backed themselves and applied.
  1. Network. Don’t simply add just people on social media, if you do send an invitation add a note and make sure it’s relevant to something they just posted or wrote about. Think of people in your industry, can you reach out to any of them for a coffee chat? And then ask, who else do you think might be of value for me to connect with?
  1. Content. Remember the dictionary definition of influence: “the capacity to have an effect on the character, development, or behaviour of someone or something, or the effect itself.” what content are you producing or contributing to that is building impact?

Step two: grow

Use your network of genuine connections to try and find ways to get involved in different projects and start expanding your reach.

  • Offer to mentor someone
  • Offer to host an event at your organisation
  • Ask for speaking opportunities
  • Write your own blog on an existing platform or your own profile
  • Connect with people through the content you’re consuming e.g procurious webinars and groups!
  • Ask to shadow a senior for a day to learn what they do
  • Talk to your suppliers and learn the other side of the fence
  • Learn from other sectors and follow other thought leaders for inspiration
  • Find someone you admire and see if you can unpick what makes them tick. You can check out Kelly Barner’s journey for some inspo
  • Think about yourself as a brand, what do you want to be known for?

Take the plunge! Expand your connections beyond micro engagements and you will add sustainability and longevity to your personal brand. 

Remember: be yourself, be humble and be authentic.

Picture source: www.brenebrown.com

Five Simple Ways To Make Recruiters Love Your LinkedIn Profile

If you want to make great connections and open yourself up to new career opportunities, you need to be on LinkedIn. Here are proven ways to attract recruiters and hiring managers on the platform.


If you want to make great connections and open yourself up to new career opportunities, you need to be on LinkedIn.

But you must go beyond just having a profile on the business networking platform. You need to have a presence. 

It’s not enough to log in once a year to update your job title. You need to be far more involved if you want to build your personal brand.

And why does your personal brand matter? It’s your key to attract attention and build credibility with your peers and industry.

Every time you post, you are telling the world (and potential employers) who you are, explains Amy George from George Communications.

“Your profile, or lack of, is your brand,” George wrote in a recent post. “What you present on LinkedIn, or anywhere, is your story and your brand – and it speaks volumes.”

So if you are on LinkedIn, you should really be on LinkedIn says George. “Having sparse information isn’t helpful to your audience, and you are passing up important career storytelling opportunities.”

Can you really get hired by being on LinkedIn?

Yep, people really do get hired just by having an active presence on LinkedIn. Stats show 122 million people received an interview through a connection on LinkedIn.

LinkedIn is excellent for your career prospects, says Andy Moore, Digital Marketing Manager right here at Procurious.

“When you build a strong personal brand, you’re rarely short of career development, mentoring or employment opportunities,” Moore explains.

So how can you use LinkedIn to get attention from recruiters and hiring managers?

1) Get active

Apparently, only 1% of LinkedIn users post regularly

Are you part of the 99% who don’t? And what’s stopping you from taking advantage of this free, simple way to reach people?

Maybe you’re worried about what to post, which Moore says is a common concern.

That’s why you should write something that is authentic to you. “This can be your opinion on an issue, an article that speaks to you, or even proposing a simple question to your connections,” Moore advises.

“Writing from a place of sincerity can really reduce the social angst in deciding ‘what’ to post or ‘when’ to post. When we do something often, we feel less nervous about it as we have acclimatised.”

Moore suggests making it part of your routing by blocking out 15 minutes in your calendar each week to post something. Also use that time to ‘like’ and comment on other people’s posts that you find interesting.

Recruiters like to see candidates who use LinkedIn regularly, says Martin Smith, Managing Director at Talent Drive – a UK procurement recruitment specialist.

“We look for people that are…clearly active on their LinkedIn whether that’s someone that has written blogs, engaged in webinars or just generally engaged with their audience,” Smith says. 

“This allows them to stand out from their peers and if you can put some personality and authenticity behind that engagement that’s the key differentiator.”

2) Make it personal, but not too personal

A mistake Smith sees is people who blur their personal and professional lives on LinkedIn.

“Your LinkedIn is a professional network and there is nothing wrong with every now and then posting a day’s leave or a picture of your kids to show your human side,” Smith says. 

“[B]ut LinkedIn is a professional social media platform and should be used for work-related content, not what you had for breakfast or what your favourite 80s band was. Keep that for Facebook, TikTok and Instagram!”

If you’re stuck on how to balance human and business, have a look at this list of 80+ post ideas.

You should also aim to strike a human yet professional tone in the way you interact with other people on the platform, says Andrew MacAskill, Founder of Executive Career Jump.

“Pay into the ecosystem by providing comments, taking on mentees, appearing on podcasts and sharing valuable insights,” says MacAskill.

“The best way to get what you want is to help other people get what they want!”

3) Keep it clear and simple

When it comes to your own profile, MacAskill advises describing yourself with keywords that match the kind of role you want.

These keywords are unique to your skill set and make you more searchable on LinkedIn.

“Above everything else, candidates need to ensure they have the right keywords in their headline, ‘about’ box, and job detail to be found,” says MacAskill.

Recruiter Martin Smith adds another way to catch a recruiter’s attention: have a clear overview on your profile of what you do and where you are working at the moment.

“We see too often now people have very over-complicated LinkedIn profiles with grand titles such as ‘Procurement Leader/ Top 100 Procurement Influencer/FTSE 100 leader/ Thought Leader and engagement consultant,’” says Smith.

“This can make it confusing and can dilute the message on who they actually are and what they do.”

So drop the multi-hyphenated-super-title in favour of clarity.

4) Reach out to recruiters

Ideally, the recruiters come to you with suitable roles. And they likely will, once you spruce up your profile and get active on LinkedIn.

But if they aren’t chasing you yet, is it ok to approach them directly? Especially if they often post roles that seem ideal?

Of course, says Smith. But brevity is key. 

“Recruiters don’t want you sending them a 10-page document via LinkedIn on why you feel you are appropriate for the job,” Smith points out.

“The market is tough right now and is very candidate-rich and job-light which can be a challenge.

“But if you really want to stand out, send a personal yet succinct message to the recruiter on who you are, what you do and why you want the job with a follow up number and that will get the best engagement.”

Smith says recruiters are very busy at the moment trying to manage candidate expectations in a challenging market, so be considerate. You can still be persistent, but always be courteous.

“A recruiter will see every approach they have and if you look right for a role they will follow up,” Smith advises. 

And it doesn’t hurt to make connections with recruiters long before you need a job.

“Build your network, reach out to businesses that interest, build relationships with recruiters to help you with your search but ensure it’s a targeted and measured approach without too much distracting noise around the message you want to give,” Smith says.

Emphasis on the word ‘relationship.’

“Don’t be afraid to reach out to potential hiring managers and build a relationship with a soft approach,” says Imelda Walsh, Manager at The Source – the Melbourne-based procurement recruitment firm.  

“Don’t start the conversation asking about job opportunities of course. Don’t just connect with someone without following through with an introduction message to kickstart a relationship that can add value to both parties.” 

5) Ask for recommendations

You can also improve your chances by identifying the right people in your network to ask for LinkedIn recommendations, Walsh says. 

“Be strategic about who to ask for recommendations – professionals that are well connected and respected in your industry and that know the value you bring to a role/organisation,” Walsh advises.

And it’s ok to guide the people who are writing you a recommendation. 

Obviously don’t force words on them, but you can give some pointers to help them write something truly unique to you.

Aimee Bateman from the Undercover Recruiter suggests these guidelines:

  • What is my key strength (include an example) 
  • What did you enjoy about working with me the most (include an example) 
  • What word would you use to describe me and why (include an example) 
  • One problem that you had, which I helped you overcome and how (include example, their feelings, and your action points)

These can help your recommendations stand out from the generic but ever-popular: “Joe is a team player.”

Attract job opportunities to you

This might sound like a lot of work, especially if you’ve not spent much time on LinkedIn before. 

But in strange times like these, you’ll want every advantage you can get your hands on, adds Imelda Walsh.

“If you don’t have an online presence, it’s not a matter of ‘you might be missing out on roles,’ it’s a case of you will be missing out on opportunities,” Walsh warns.

So it’s worth investing the time to make your LinkedIn presence shine. 

And think of the possible rewards. “HR, hiring managers and recruiters will bring opportunities to you instead of you having to apply for roles through various company pages and job boards,” says Walsh.  

So if you’re tired of throwing your CV into the job board black hole, you might want to try the LinkedIn route to your next role.

The Truth? Technology Might Make Your Supply Chain More Resilient

Technology will only make a difference in supply chain management if it’s tailored directly to your company’s needs.


Let’s get this straight: technology can’t fix everything. There’s no magic wand to solve every supply chain problem. 

But technology can make your processes better. That means more time, money, efficiency, happy customers, and happy bosses.

And who doesn’t want that?

I’ve seen companies of all sizes improve their process flow with technology and make huge savings.

But that only happens when two conditions are met:

1) They choose the right technology. What does “right” mean? It depends on a host of factors, but in essence it’s solving a need or filling a major gap. Understand the business need first, then find the tech that fits – not the other way around.

2) The system is used the right way. That means getting full use out of it without exceeding the intended purpose. You get the maximum benefit without depleting other resources. 

Don’t get wet

Consider this analogy: you need to go from one side of town to the other in the middle of a storm without getting wet. You know a motorcycle and a car can both get you there in time, but only the car would get you there dry. 

This is what selecting the right technology is about. To borrow another vehicle metaphor, don’t use a Ferrari when a Ford will do. An all-singing, all-dancing system might look flashy, but it might be way too much for what your company actually needs.

Procurement and Supply Chain work the same way; getting to the other side of town means nothing more than sustainable profitability, competitive edge and market share. And the storm? Well, that’s just risk mitigation in the business world.

Getting the job done

Here’s a look at how real companies are using the right tech to save money and be more resilient.

Automate processes 

From Purchase Order to Processing payments, streamlining a workflow within the supply chain allows for people to focus on decision making while facilitating resolution, eliminating paperwork, accelerating compliance, and managing exceptions.

Look no further than a global distributor of chemicals who recently chose a full guided-buying suite. They took away the manual labour by processing POs automatically. The result?  Increased supplier payment compliance, reduced tail spend, and more resources for tactical and strategic decision making.

Accelerate communication

The right technology enables and accelerates communication. Your ability to react effectively to market conditions relies heavily on promptness and clarity. Technology can link your business operations to your supply base so you never miss a beat.

Improve visibility

Suppliers need to know where things are at any given point. And equally, you need to know what is going on with your supplies, assessing all potential risks. That way, you can mitigate disruption in real-time.  

Take a US leader in food distribution for example. We recently led them through a full spend analytics effort to identify cost savings opportunities. The result? They saved USD $10M in one year.

Interpret and analyse data 

Data analytics is no longer a competitive advantage; it’s a core necessity. Even something as simple as spend analytics is a powerful tool that can inform strategic decisions at the top level.

Break down silos and bridge functions

From Procurement to Accounts Payable to Operations, technology can provide a collaborative platform that everyone can access and understand. Everyone has access to the full information across the board, taking what they need and staying aligned.  

That level of visibility across different functions can showcase how valuable you are to the company. Like a global leader of consumer products who recently leveraged a mix of eSourcing technology and advisory services. 

They were able to demonstrate savings on a multitude of sourcing and category events while tying them to the financial goals of the organisation, effectively impacting the EBITDA and Cash metrics.  

What CEO wouldn’t love to hear that?

Decrease redundancy, increase efficiency

Technology provides a platform for businesses to digest more, process more and err less. This alone saves significant resources, making the organisation and its suppliers more productive.

Enable compliance

Within the supply chain commitments, adequate performance and managed expectations are as critical as regulatory compliance. Technology can provide a platform for managing relationships, honouring commitments, and upholding agreements. All of that leads to better relationships.

Just look at a global pharmaceutical leader who implemented a supplier management module across the board. As a result, it can now classify its entire supply chain based on critical risk metrics. 

That means the global operations are adequately diversified and critical suppliers are handling processes and data with the highest security compliance, privacy, and environmental sensitivity.

The smooth road to resilience

All of the companies I mentioned had different priorities. That’s why you need to choose technology that meets your specific needs.

And as you can tell, there are infinite combinations of tools and applications that can be used to “get to the other side of town”. But the idea is to get to the other side not just in one piece, but also in sturdier conditions. It’s about learning in the way, enduring and increasing resilience.

The key to come up with a combination that balances needs with budgets and aligns with your strategic vision, starts with defining what success looks like for your supply chain and those entities who manage it. 

Modular, cloud based, and service driven technologies provide the needed flexibility toward the easiest and most yielding path to success.

How To Silence Your Inner Critic And Smash Your New Role

Ever felt like you’ll be found out for being a fraud in your new gig? Welcome to imposter syndrome! Learn to silence the inner critic with our 5 tips for how to smash your new role.


Nothing is worse than a first day in a new job with those horrible, awkward newbie nerves.

You’ve got the new job, the new promotion or the dream gig. You arrive on your first day with a certain amount of dread. How the heck did you pull this off? And now the realisation sets in that you have to walk the talk but you feel like you have no idea what you’re doing! Worse than that, you don’t know if you actually have the skills to do the job, what were they thinking? Send help!

Sounding the alarm

It feels like there’s an alert bell hanging over your desk, ready to go off at any second and announce to everyone that you have actually faked it – you are not qualified for the job and should now abandon your post and leave the building.  Welcome to imposter syndrome: it’s a psychological term coined by clinical psychologists Pauline Clance and Suzanne Imes in 1978. It refers to the internal process that an individual experiences of doubting their own abilities and believing they don’t have the skills to do the job. 

“…They think they are really not bright and have fooled anyone who thinks otherwise. Numerous achievements, which [should] provide ample objective evidence of superior intellectual functioning, do not appear to diminish the impostor belief.”

The good news is that these thoughts are likely to be only occurring in your head. The company would have reviewed your CV, spoken to your references and seen the positives and growth potential in you during the job interview. The way to move through imposter syndrome is to call it out for what it is (an internal reaction) and remind yourself that your identity and work self is not defined by your thoughts. In other words, your thoughts do not define you. Simply acknowledge them for what they are – negative thoughts – and send them on their way.

Image credit: https://www.rachelhill.co.nz/blog/whatisimpostersyndrome

Growing pains

Any new role or growth in our careers requires a stretch. This initial stretch can feel uncomfortable, particularly if imposter syndrome is hanging around like that bad smell in your office fridge. You can shorten the time spent in this awkward zone by being proactive and deliberate with your learning.  Take the reins back and take charge. 

Here’s our 5 tips to ensure you smash your new gig

  1. Replicate – find someone that you admire and assess what you think makes them successful. This can be someone in the organisation, outside of work even a celebrity. Having a work role model can be really helpful in figuring out what parts of yourself you’d like to turn up.
  1. Gap assessment – figure out the differences between where your role model and you are in your careers. What do you perceive as their strengths? What areas can you target for your own development? Working on these areas can help to build confidence.
  1. Your strengths – it’s great to have a development plan, but make sure you remember what your unique skills are. We all have different strengths and weaknesses, make sure you find situations to display your top skills
  1. Seek inspiration – creativity breeds growth and positivity. Surround yourself in positive situations and do things that inspire you, even if this only happens outside of work. Research topics that interest you, watch an inspiring film, meet with different people. Follow trends in other sectors and bring those principles or tools to your team or role.
  1. Absorb – as humans we are naturally self absorbed, especially during heightened times of stress or pressure. Ensure you take the time to look at what is happening around you. What conversations are happening? What projects are people talking about? Can you tag along to meetings? 

We all experience imposter syndrome from time to time and we are all prone to experiencing anxiety when starting new roles. Be prepared by knowing that these things are likely to crop up and address them as they arise. 

How Technology Will Make Your Office SuperNormal

Ready for the office of the future? Here’s a glimpse into the technology that will  transform your workplace.


Good morning! Ready for work? Before you leave, take your temperature at home and report it through your work app. Also answer questions about any symptoms you might have.

Then tell the app what time you’ll arrive at work, and away you go.

Smart that you already completed the self check-in, or else you would be stopped by the facial recognition system when you tried to enter the building. 

The staff canteen is open, but you’ll need to use your work app to order your food ahead of time.

When your lunch is ready, you’ll get a text message to come pick it up. The staggered approach keeps crowds to a minimum.

That’s all quite high tech, right? But it isn’t the future; it’s just another day at IBM headquarters in New York. The system, based on IBM’s Watson Works, uses AI to keep people safe and productive.

Keeping the office comfy

Siemens also has an app for staff, called Comfy.

According to the company, Comfy limits the number of staff in the building at any one time. It also helps staff maintain distance at work.

People use it to reserve desks, meeting rooms, and even see office occupancy in real time. 

But here’s where it gets really interesting, the app allows staff to control their environment. That’s right; employees have the granddaddy of all controls – the ability to change the temperature in their immediate workspace.

Using the app, they can control the thermostat and even dim the lights if they want. Imagine how many office arguments that would solve.

“Our priority is to protect our people so they can return to the workplace safely and confidently wherever they are,” says Roland Busch, Deputy CEO at Siemens AG. “By using smart office technologies, we can reshape how we work.” 

“Our Comfy app supports our new mobile working model, by enabling employees to better plan when they choose to work from the office.” 

Call the germ-busters

But once you’re at work, how can you stay safe? There’s no shortage of products on the market aimed at office hygiene.

Like the Hygenx wand from Hamilton Buhl. Simply wave the wand over your keyboard, and the UV-C light will kill bacteria.

Before you rush out to get your own wand, do your research, warns the US Food and Drug Administration.

That’s because there isn’t enough data about how much UV-C exposure your surfaces need to quash COVID-19.

You could always use something low-tech like antibacterial wipes. But where’s the fun in that?

Instead, make sanitising more dramatic with a ghostbuster-style office fogger

Closer to home

Let’s be honest though; many of us won’t be going back to the office for a while. 

And some may not go back at all. Twitter made headlines this year for allowing employees to work from home permanently.

With that in mind, how can technology help you from home?

Well, fear not if you have “Zoom fatigue.” Microsoft Teams’ solution is the new “together” feature, which puts you all in the same virtual room. Say goodbye to squares.

In fact, this same technology is being used to bring fans closer together for NBA basketball games.

Access for all

Technology opens up opportunities for people to work in the way they choose. And companies have no choice but to adapt, allowing people greater flexibility in how they work.

Now, employers have the chance to include all employees by making accessibility the default.

“We must ensure businesses apply the learnings from this period to improve inclusion of people with disabilities worldwide by using the same tools we’re using now to allow this community to participate fully in the workforce,” writes Caroline Casey, Director of The Valuable 500 – a World Economic Forum initiative to put disability on the business agenda.

Jane Hatton, founder of inclusive UK recruitment firm Evenbreak, agrees.

“People are frightened of disability because they think it’s going to be incredibly expensive for all the adjustments,” Hatton recently told the Financial Times. “But in fact they’re simple and cheap.” 

“The technology is there already — it’s just a question of using it in a way that’s inclusive.”

Employers might be surprised to find just how many accessible tools they already have at their fingertips.

Kristy Viers went viral after tweeting a video using the accessibility features built into an iPhone. 

It’s now been viewed over 7 million times.

Work accelerated

As ever, companies will adopt new technology at different rates. So it may be a while before your workplace uses facial recognition, or lets you control the thermostat on your phone.

But there’s no doubt that all companies are on the accelerated track now. In fact, consultancy McKinsey says US ecommerce experienced 10 years worth of growth in the first three months.

The world is changing fast, and technology will be the key to creating a workplace future that works for all of us.

What Is CIPS And How To Get Accredited

Procurement, like many other professions, has made huge strides in supporting and providing accreditation to the many professionals that make up its membership.

So, the big questions are what is CIPS? How do I get accredited? And how could becoming chartered help turn the tide on global ethics?

Let jump right into it…


What is CIPS?

Originally the Purchasing Officers’ Association, it wasn’t until 1992 that the Association was granted a Royal Charter to become the Chartered Institute of Procurement (Purchasing) and Supply (CIPS) that we know today.

With a membership of over 200,000 professionals globally, the Institute is putting the profession on the front foot when it comes to providing accreditation for its members.

What does CIPS mean to us?

CIPS is seen as the voice of the procurement profession, a champion of the profession globally, led by current CIPS CEO Malcolm Harrison, while still retaining local roots in its many national associations and member-led branches.

The benefits of being a CIPS member are considerable. From connections to a network of over 200,000 global professionals, in as many varied industries and sectors as you can think of, to a constantly updating knowledge hub, with everything from the basics of procurement, right up to specialist subject areas. And that’s not to mention the webinars, podcasts and YouTube channel.

The core of the CIPS offering for procurement and supply chain professionals is in the professional accreditation that the organisation offers and supports.

Who can become a CIPS member?

The designation of MCIPS represents the gold standard for procurement professionals and is an internationally recognised award that brings the individual holder a number of benefits.

The qualifications are open to anyone working in the procurement and supply chain profession, taking them from Studying Members all the way to MCIPS, and potentially even a fellowship (FCIPS) for the senior advocates of the profession.

Will having CIPS accreditation advance my career?

In recent years, CIPS has brought its qualifications in line with other professional bodies and offers its members a chance to become chartered through its programme of Continuing Professional Development (CPD).

Joining CIPS and taking a full part in its activities as a member is no small investment, and the qualifications should not be undertaken lightly.

But, as a fully paid up member of the procurement profession, why wouldn’t you want to invest in your career and your future in this way?

As with other qualifications, achieving MCIPS does provide benefits to individuals.

Many global businesses see CIPS qualifications as the minimum standard for their procurement teams.

Due to the regard in which they are held, and the trust of the standard that they produce, many employers choose to support their staff by funding their studies.

You may not need MCIPS to work in procurement and supply chain, but having the qualification allows current and prospective employers to see that you have applicable training in your arsenal.

The annual CIPS/Hays Salary Survey and Guide helps to highlight just how important these qualifications can be. In 2020, 64 per cent of survey respondents stated that they requested MCIPS or studying towards it as a requirement for people applying for jobs with them.

It’s not only going to help you get through the door either. Professionals with MCIPS earn, on average, 17 per cent more than peers without the qualifications.

And at a time where the expertise of procurement and supply chain professionals is becoming more widely sought, having these qualifications could be the key to unlocking the full potential of your future career.

CIPS Chartership & the ethics exam

One of the key elements that CIPS has brought in along with its accreditation and, now, chartership, is its Ethics exam for individual members.

Any member, from student all the way up to FCIPS, is required to take the exam annually in order to keep their qualifications and membership up to date. The eLearning test covers the three key pillars of the ethical procurement and supply:

  • Environmental Procurement
  • Human Rights
  • Fraud, Bribery and Corruptions

The test is free for all members and can be purchased by non-members too. This works alongside the CIPS Code of Ethics, which organisations can sign up to as a public commitment to proper work practices in the field of procurement.

Over the past few years there have been several high-profile global events linked to poor ethical procurement practices.

At a time where global supply chains, and by association procurement, are in the spotlight, having a widely agreed and signed Code of Ethics, backed up by an annual ethics exam for individuals is crucial.

Supporting the ethical agenda is something all procurement and supply chain professionals should be doing.

Accreditation and Chartership provide the foundation for developing a profession that operates within these bounds and is something that should be an expectation for all professionals in the coming years.

Play your part and take the first steps on your chartership journey by joining CIPS today.

5 Barriers To Achieving End-To-End Supply Chain Visibility

Is it possible to get real-time, end-to-end visibility across your supply chain? Absolutely. But only if you have the right tools.


Since the term “supply chain” was first coined, we’ve all been searching for the holy grail: end-to-end supply chain visibility.

Now, as we recover from the initial shocks of the pandemic and manage through ongoing challenges, we need it more than ever.  But is total visibility actually possible? 

That was our question for Takshay Aggarwal, Global Lead Digital Supply Chain Partner at IBM Global Business Services.

Takshay and Procurious Founder Tania Seary recently talked about building resiliency in a disruptive environment.

A flawed strategy

Prior to the pandemic, a “just in time” inventory management strategy worked wonderfully well for most supply chains, but “just in time is only able to respond to certain fluctuations,” Takshay said. 

When the pandemic drove large-scale disruption, the strategy unravelled. Retailers, for example, were left with empty shelves, late deliveries, and no warning about shipping delays.

And it wasn’t just retail. Industries across the board lacked critical products because companies didn’t have visibility into their tier 2 to tier 10 suppliers – where 40% of supply chain disruptions occur.

Suddenly, companies were scrambling to change supply strategies. 

“The companies who have started on transformation journeys before COVID have fared much better,” Takshay said.

In fact, IBM’s visibility of its own internal supply chain meant it could predict the supply chain impact from the pandemic much sooner than most. 

Path to resilience

So how do you get that same level of visibility and resiliency across your supply chain?

It starts by asking the right question.

“[People should be asking] ‘what kind of supply chain do I need to have?’” Takshay said. 

That’s why the smart companies are re-balancing their risk appetite. 

A real control tower

A resilient supply chain is a transparent supply chain. And the only way to get that crucial visibility is having a smart control tower.

The concept of a control tower isn’t new. It’s a place to pool data from across your supply chain, and use it to make informed decisions.

The right tower helps you see problems a long way off, so you can minimise disruption and maximise profitability. 

But Takshay noted a worrying trend in procurement where any sort of dashboard is called a “control tower”. 

That’s a problem, since most inventory control towers are seriously limited. And you can’t make excellent decisions without knowing the full picture.

Takshay pointed to the IBM Sterling Supply Chain Control Tower as a huge development that finally gives companies the end-to-end visibility they crave.

Here’s how the sophisticated tower can help you overcome the five biggest barriers to visibility.

Problem 1) Most inventory control towers don’t work across silos.

A huge frustration is most control towers can’t handle all the siloed systems of today’s complex enterprises.

It’s a bit like depending on an air traffic controller who can only see part of the runway.

Takshay noted IBM’s control tower works seamlessly with ERP systems, warehouse management, demand planning, order management, e-commerce platforms, and logistics. 

You get one version of the truth across your entire inventory.

Problem 2) Most control towers only show you an inside-out view. 

It’s a big task to monitor operations across the supply chain. But you’re severely limited if your systems won’t sync up with your suppliers’.

That’s why the IBM Sterling Inventory Control Tower makes it easy to work across business partner network.

The result? You can make decisions with confidence, knowing you have all the external information you need.

Problem 3) Most tower controls can’t get into the nitty-gritty detail.

A crucial flaw in most control towers is they lack granular detail. That’s a pretty big issue when your job hinges on knowing the right details.

So instead of depending on people to enter the right data in the right place at just the right time, there’s a smarter way.

IBM’s control tower gives you the microscopic detail you need to make confident decisions. 

Problem 4) Most tower controls are inflexible.

A major drawback for most inventory control towers is the rigid structure. 

There’s only one way to input data, and don’t even dream of changing the architecture. But the pandemic showed us how fast everything can change and how flexible and agile your supply chain needs to be to respond effectively.

You need a control tower that can keep up with the reality of supply chains today. That’s why the IBM Sterling Supply Chain Control Tower is ideal. It adapts to fit your business needs – no matter how quickly they change.

Problem 5) Most control towers predict the future based on past events. 

If you don’t have real-time visibility across your supply chain, you are making decisions based on past events, Takshay said.

At the very least, a control tower should give you current information. But IBM takes it a step further with predictive capabilities.

The control tower looks for patterns in your data – flagging possible issues before they happen. That way, you can quickly adapt and avoid disruption.

Don’t wait for perfection

Control towers go a long way toward visibility and resiliency, but they aren’t a silver bullet, Takshay said.

So instead of waiting for perfection, start bringing your systems together now. 

“The more visibility and the more integration, the more resilience,” Takshay said. “You’re able to bounce back much faster.”

If you want greater supply chain resiliency, you need greater visibility.

And you’ll get that level of visibility if you choose a control tower that actually gives you control. 

Watch the full webinar – Building Resiliency in a Disruptive Environment: How Control Towers Make a Difference – for free >