Category Archives: Procurement News

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 >

How To Get Ahead While Working From Home

Putting yourself out there is more difficult in a Work From Home environment, but by maintaining a strong social media presence, expanding your network online, volunteering your ideas and services and harvesting good feedback regarding your work, your presence and value can be felt beyond the WFH setting.


It’s a truth of working life that it’s not enough to be good at your job to get ahead. You also need “exposure”, to be able to network both inside and outside your organisation, and to be visible to those dishing out the stretch assignments and opportunities.

With many of us now working from home much more regularly and for the foreseeable future (in the UK, the Royal Bank of Scotland recently informed staff that they would be working from home until 2021), how can you ‘be seen’ when you haven’t seen anyone outside of a Zoom call for months? Without your boss’s boss dropping by your desk for a quick chat, how can you let them know that you’ve been smashing it?

Here are some tips to consider if you want to get ahead while working from home…

Be visible

As working from home becomes more normalised (rather than the ‘trying to work from home during a pandemic’ that we’ve all been experiencing to date), think about how you can remain visible to those that matter. This doesn’t mean ‘digital presenteeism’ (hello, sending 11pm emails…) but rather keeping yourself on people’s radar. Be sure to speak up in meetings and Q&A sessions. Continue to post on your organisation’s internal and external social media channels. Keeping your head down and getting the job done won’t get you ahead.

Network

Just because we can’t see each other in person, doesn’t mean you can’t spend some time on strengthening and growing your networks. Attend those relationship-building virtual drinks with colleagues – or why not set up your own? Connect with those whose opinions you value and who you can learn from over a virtual coffee. Give public kudos and praise to your co-workers (when deserved of course). If you’re serious about your progression, why not seek out a mentor? You can develop a mentoring relationship just as successfully virtually as you can in person. If you think you want to move on soon, develop relationships with recruiters and headhunters, and keep those relationships alive even if you are not looking to move soon.

Keep a record of your success

Procurement and supply professionals have been doing some stellar work during the COVID-19 crisis. Make sure you keep a record of your successes and positive feedback from colleagues, suppliers, clients and other stakeholders. Doing so serves several purposes. It can help you build a case for internally promotion, pay rises and progression. It can help you quickly update your CV when you decide it’s time to move on. And – not to be overlooked – it can help boost your self-confidence if you’re having a bad day or feeling wobbly before an important meeting.

Put yourself forward

If you don’t ask for something, you don’t get it. If there are internal opportunities, such as getting involved with special projects, stretch assignments or joining high potential development programmes, don’t wait to be asked to join. This is particularly important for home workers who otherwise might be overlooked for opportunities. Make sure you keep your ear to the ground so you hear about these opportunities when they arise. And don’t be afraid to create your own. We are heading into a period of immense global disruption. It’s scary, but it also creates opportunity. If you have an innovative idea, pitch it to your boss. What’s the worst that could happen?

Of course, while there are career management strategies individuals can try, this is a bigger issue that relies so much on company culture. Organisations need to be alert to the risk of ‘in’ and ‘out’ groups developing, discriminating against those with caring responsibilities, most likely to be women, or health conditions that prevent them heading back to the office.

Leaders need to carefully consider how to manage career progression in an age of remote working and managers need to learn how to manage by outcomes rather than presenteeism (digital or otherwise). Think about issues like running inclusive hybrid meetings: does it make more sense for everyone to dial in separately if even one person isn’t there in person? Can you invest in technology (like ‘The Meeting Owl’) to create a more inclusive and frictionless meeting experience for everyone, whether they are in the room or not?

When it comes to getting ahead remotely, perhaps the most powerful thing you could do is to take the initiative in suggesting new and more inclusive ways of working. The pandemic has proven that for many roles, where you do them has little to do with impact or productivity. We all now need to play a part in ensuring that isn’t forgotten as we move into the ‘new normal’.

What do you think? Comment below!

Beyoncé And Supply Chain Diversity

Are our supply chains tunnel-visioned, or do they support a diverse range of ethnic minorities, women, military veterans, people with disability, or ex-offenders trying to build a new life?


A few months ago, Beyoncé dropped a surprise new single. Hang on, what’s that got to do with Procurement with Purpose (PwP), I hear you say?

Well, apart from the fact the sing is really rather good, Black Parade is linked to her wider initiatives around charitable work (through her BeyGood initiative), black empowerment and consciousness. Revenue from the track is being used to benefit BeyGood’s Black Business Impact Fund – administered by the National Urban League – to support black-owned small businesses in need.

She has also launched a directory of black-owned businesses ranging from art & design, restaurants, beauty products, lifestyle, wellness, bookstores and more. It’s a fairly basic site, and pretty much all the firms listed there appear to be B2C (consumer focused) rather than B2B. But her move may raise more questions about how organisations approach their corporate buying, in particular when it comes to minority-owned businesses that could be used as suppliers. Recent events and the Black Lives Matter movement have made many of us think about racism and bias in our lives, and that applies in the supply chain as much as it does anywhere. So, that takes us back to procurement with purpose.

Diversity (broadly speaking now) in the supply chain is actually one of the most fascinating topics within the whole PwP world. For a start, there are any different types of diversity. Should you buy more from firms owned by people from black and other ethnic groups? What about female-owned businesses? Or those owned by folks with disabilities or health issues – or maybe those firms that employ such people? What about firms that are owned by support military veterans, or ex-offenders trying to build a new life?

Or maybe it’s not the ownership that matters. What about SMEs (smaller firms)?  Some would suggest that those businesses drive successful economies and by supporting them at an early stage, buyers can capture innovation and also promote wider social and economic benefits. Others, particularly in the public sector, look to support local business, on the grounds that this will keep the money flowing in the local economy rather than being sucked up to some distant head office.

All these options mean it can be hard to know where to start. But in many countries, it is clear that minority-owned businesses in particular do have a tough time as they have to overcome all the usual hurdles faced by start-ups anywhere, plus they face the bias (conscious or unconscious) that does exist.

We’re  not going to solve that problem in one article today,  but as well as highlighting that this may develop into a high-profile issue, a few suggestions for now.

·         Firstly, take a look at how easy it is for any new or small firm to become a supplier to you. How can they put themselves forward? Are your supplier qualification and selection processes designed for huge firms, rather than start-ups? Do you put accidental barriers in the way, demanding onerous contract terms, expensive insurance and so on? Too many large firms are virtually impossible to break into, which is not good for the agility and dynamism of their supply base, never mind the difficulty for minority-owned suppliers.

·         Secondly, if you haven’t looked at these issues, seek out organisations that can help you work out an approach. MSDUK has done good work in the UK to promote minority owned businesses, WEConnect International does the same with female owned enterprises, and there are others covering different groups and issues and across different countries.  The good news is that large organisations don’t have to move very much of their spend into supporting these causes to really make a difference.

·         Thirdly, there are some good case studies around. Accenture has been one of the leaders in this area with their supplier inclusion and diversity programme, and there are others who have made strides in this field.

·         And finally, how about Beyoncé for US Vice-President?

This article was originally published by Procurement With Purpose on 20 June 2020 and is republished here with permission.

How Some Strategic Sourcing Technologies Fall Short

Moving to a true strategic sourcing plan can bring increased efficiency and huge cost savings. But why do so many fall short of this? Technology is evolving rapidly making many once cutting-edge solutions obsolete. Finding the right fit can be a struggle – this article has everything you need to know about sourcing tech.


Strategic sourcing is not a particularly new concept, but the market is evolving rapidly. Applications have become increasingly sophisticated and in the near to medium term future we will see more strategic spend management via advanced analysis and AI-based sourcing with more “fuzzy” intelligence that increasingly guides the user to the optimum solution.

TechTarget defines strategic sourcing as follows:

Strategic sourcing is an approach to supply chain management that formalizes the way information is gathered and used so that an organization can use its consolidated purchasing power to find the best possible values in the marketplace and align its purchasing strategy to business goals. 

One reason that organizations often struggle to achieve true strategic sourcing is that the tools they are using, such as reverse auctions and eRFXs, which once represented the cutting edge of sourcing technology, are too limited in scope and lacking in integration, both with other procurement modules and with third party software suites. This is especially problematic when it comes to large events and bundling items in which there are many variables and business objectives.

In its recent Market Guide for eSourcing applications, Gartner Group identified four phases of the evolution of eSourcing:

Basic RFQ and RFI (request for quote/information)

This is where things started back in the nineties. Specifications had to be very precise and buyers generally sought the lowest price and/or best delivery availability. Early digital sourcing platforms were primarily designed for indirect sourcing of categories such as IT hardware, computers, office furniture and supplies, where there are multiple suppliers with little differentiation. This worked just as well for non-strategic direct categories (materials and components used in production). Purchasing teams could therefore shop around to find the fastest, cheapest option available, and so long as the tool could take into account cost breakdown models, resource costs, taxes, and one-time costs like setup and onboarding, there was a good chance that projected savings would be realized.

Standard eSourcing 

Standard eSourcing then built on RFQ capabilities to support more complex RFIs and RFPs (request for proposals). According to Gartner, “They are typically used to solicit supplier responses and pricing for strategic spend categories. Specifications may or may not be clearly defined.” At this stage eSourcing becomes more strategic, multiple stakeholders are included in the buying process truly creating a strategic team. The modules are increasingly deployed as part of an entire suite which also includes spend analysis, CLM and supplier management. Also, we see distinct solutions for indirect and direct (or bill of materials (BOM)) categories. As Gartner states, “more advanced analysis and capabilities require integration with PLM and BOM. This is often better suited for vendors that specialize in direct spend or those that support all spend categories.” 

These applications also typically support various auction formats, multi-round bidding, response scoring and proposal analysis. A further aspect is that the detail level of direct procurement requires special capabilities in software, and all of these needs to integrate seamlessly with the ERP/MRP system.

Advanced sourcing optimization (ASO)

ASO is the current state of the art for handling complex category bidding that must analyze large volumes of data points. This is best represented by JAGGAER’s Sourcing Optimizer, capable of analyzing thousands of data points using algorithms to determine the optimal award decision quickly. This makes it suitable for highly complex sourcing events such as multimodal transportation, where there are hundreds of potential scenarios and dozens of rules which buyers use to try to identify a “sweet spot” with the optimum number of suppliers for an optimum number of scenarios. Users do not always know exactly what they are aiming for in such events, as they need to navigate through complexities such as limited knowledge, tradeoffs and time limits.

Artificial intelligence in sourcing

AI-based sourcing is where we are headed. This emerging technology will integrate itself across all aspects of sourcing. In the coming years AI will transform sourcing and will have the ability to automate entire sourcing events. This will be a very attractive option for handling the vast majority of sourcing functions that are high volume-’low cost’ and can be accurately recommended from AI. This will free up professionals’ time to focus on the high value sourcing events as well as the larger sourcing strategy.

One direction that is already clear is the development of preference-based extensions to advanced sourcing optimization, enabling the user to add fuzzy preferences on top of the firm rules already entered. In a transportation event, the AI technology explores possible solutions to narrow in on the best options. The user can go through several iterations to get the ideal result. On top of this advanced decision support, AI-based sourcing will include increased automation, eliminating much of the routine involved in sourcing.

Sourcing for CapEx Events

We have mentioned indirect and direct sourcing, but capital expenditure projects offer a third type of sourcing event with dramatically different requirements. They are project-based, meaning that many different purchase orders and contracts need to be bundled together and tracked against a common project budget. Furthermore, these events are extremely complex and detailed, and they have long timeframes. Projects may last multiple years. Any sourcing platform for CapEx needs to be able to track events over time.

Capital expenditure projects also often involve many different supply bases in one project. Consider a building project that involves a concrete foundation, steel framing, glass work, electricity, and more. Then there’s paving for the parking lot and landscaping for the surrounding areas. It’s essential that the digital tool can track multiple types of expenses in one solution. Plus, many items might be sourced weeks or months in advance. The solution should support this kind of detailed project planning.

For all of these reasons, strategic sourcing is challenging for major CapEx projects. There is also ample scope for the integration of artificial intelligence to predict and reduce costs, schedule and reduce cycle times while increasing customer satisfaction and managing regulatory and CSR data. It is important that all providers should be compliant, and the sourcing process needs to capture this information. Having the right strategic sourcing approach and the appropriate tools to support that are vital.

What are your thoughts on how technology is creating an opportunity for more strategic sourcing? Let us know in the comments!

How To Write The Best Supply Chain Resume

Write the ultimate Procurement resume that is both eye-catching and optimised towards securing your ideal next Supply Chain role.


I have worked in executive supply chain recruitment for 16 years. I built a Supply Chain & Procurement career site that ranked number 1 in Google for a variety of top search terms. As such, I understand how important it is to build a strong resume that makes an early impact with the reader and really aligns you to role that you are applying for. 

Throughout this article we will explore the elements to focus on to set yourself apart from the competition and build a strong resume that conveys your skills, values and experience in the best possible way.

Early impact

I have read claims that the reviewer of a resume will make a subconscious decision on candidate suitability for a given position within around 7 seconds of opening/picking up the document. Although this may seem harsh, it goes without saying that if a role advertisement has generated 200 responses then it is more than likely the reviewer will not be reading all the content of each and every resume. This makes the opening page even more important.

Layout

Layout is always high on the list of priorities when it comes to creating an attention grabbing procurement resume. The reader should be able to find information readily and the presentation of the document is key to this being possible. Having reviewed thousands of supply chain and procurement related resumes in my time in recruitment, I can honestly say that layout needs to be your number one priority and should gear the resume towards the presentation of your best achievements and most impressive responsibilities held during your career.

For developing an eye catching design theme there are free tools on the internet such as Canva that offer a resume builder tool with access to hundreds of template themes.

Executive Summary

Many job seekers opt for an executive summary or profile at the top of the resume. This is absolutely fine however DO NOT get this wrong as this is the preface to the entire document.

Try to incorporate some of your biggest achievements into your opening profile with plenty of quantifiable data. For example:

MBA qualified Supply Chain executive with 20 years experience within the FMCG and Retail sectors leading teams of up to 600 indirect reports and P&Ls in excess of $600m

In one fell swoop you have provided the reader with an idea of your level of education, number of years experience, sector specific background, size of teams managed and level of budgetary responsibility.

Two or three sentences covering your responsibilities and biggest achievements should suffice to create a captivating opening statement.

Play to your Strengths

Another tip for resume layout is to play to your strengths: if you are educated to MBA or Masters level, or have a function specific Degree(s), then bring these to the forefront of the resume. A brief section for educational qualifications underneath Profile/Executive Summary will suffice. This could be particularly important for a recent graduate who has 6 months work experience but 4 years study in the procurement area – education can take on more of a priority than professional experience in such a case. If, however you do not possess any tertiary qualifications, you should bring your practical professional experience to the forefront and leave any reference to education towards the end of the document.

Career Summary

We have explored the creation of a concise opening statement with plenty of impact and the promotion of significant educational qualifications on the front page, now let’s consider a career summary.

Career summaries are a great way to provide the reader with immediate access to what your most recent role has been, how your career has gone to date, and should demonstrate a consistent increase in level of responsibility up until your current role. Times when career summaries should be avoided include recent graduates (for obvious reasons) and potentially interim contracts specialists. An interim contract project manager for instance may have worked at 20 or more companies in the last 5 years and therefore listing all the individual contracts in one list becomes exactly that – a list and not a summary! For an interim specialist or even a project manager it could be worth considering listing key competencies or areas of specialty – I would even recommend tailoring the resume further towards the opening by aligning all the contracts/projects that are most relevant – For instance “Examples of Strategic Transformation Projects”.

Having invested time in developing these areas of your front page, the reader now knows where you have worked, your level of education (if appropriate), some of your greatest achievements and is becoming well equipped to assess your suitability for the position … quickly!

Resume Length

Another point on layout is the age old question of how long the resume should be. The simple answer is the document should be long enough to include everything of relevance to the position you are applying for.

You should try and keep the resume to no more that 4 pages according to the Career Development Association of Australia.

Really focus on what you have achieved in the last 5 years, however if a role you executed 8 years prior is highly relevant (either due to specific industry sector or responsibilities) then develop this further. You should really be including just key highlights in terms of overall responsibility and achievements from your early career. If the last time you updated your resume was 6 years ago, then avoid simply adding to the document. The reason for this is times have moved on and your primary focus is what has happened in these last 6 years. By adding to the old version you will essentially be making the document unnecessarily lengthy and should first trim down the previous version always remembering to quantify responsibility and achievements to build credibility.

Order

Resumes should always be in reverse chronological order (seems logical?) as this highlights your most recent experience early in the document. I would always recommend including a brief description on the size, scope and nature of a business you have worked for. Yes, if you worked for 10 years with a leading bank then of course a resume reviewer from another bank is likely to be well informed on the company you have worked for. However, what happens if you decide to apply for a role in another industry sector? What if the resume reviewer is overseas and knows nothing of your organisation?

Then comes the role title, responsibilities and achievements. Procurement is an area where even the same job titles can have different degrees of focus and responsibility from one company to the next. You should leave the reader in no doubt as to the scope of your role/department/team/project. Never duplicate your job description on the resume: this is obvious to the reader. You can however use your job description as a point of reference to ensure you haven’t missed any key areas of responsibility.

Point of reference

Since your interview will involve questions, The trick around resume content is to include everything that is relevant but to leave enough for you to articulate further at an interview. Remember, you should easily be able to expand upon anything included on your resume at interview. Therefore, for any key achievements (most likely around strategic sourcing/spend reduction/ process formulation and optimisation/ stakeholder engagement/vendor management etc) you should be able to take the interviewer through the exact steps taken by you and the team. This last point is quite resounding since it never looks good to take sole credit for achievements that were part of a wider departmental/organisational agenda with many people involved. It’s absolutely fine to outline the parameters that you and your team drove to achieve a desired outcome if the contribution was significant to overall success.

Me, myself and I

Do not write resumes in third person sense e.g. “Stephen drove improved supplier engagement through….”. This gives the appearance the resume was concocted by another individual. In the same breath it is worth mentioning you should avoid using “I” frequently. In the previous example the sentence could start with “Improved supplier engagement through…”.

Target Roles

We can debate all day long about what makes an outstanding supply chain resume, however the main determining factor around the strength of a resume is what we are benchmarking the document against – i.e. the role to which the resume is being put forward. You could have a really strong general supply chain resume that details everything we have reviewed above, but when we look at the resume against a specific role it lacks depth in certain areas or spends too much time focusing on non-value added topics. If a job seeker is sitting down to write their resume, then as much as they should focus on what they have achieved to date, they should also consider what types of roles they will be interested in that meet their aspirations. Ensure you demonstrate the desired criteria and experience in your resume document for these types of positions. This will also strengthen your resume’s searchability in recruitment systems and it will also help you to concoct a strong Linkedin profile that can be found by headhunters searching for candidates against a role that fits your aspirations.

Social Links

Be sure to include your contact details and links to professional social media profiles such as Linkedin. If you notice that your Linkedin profile ends in a series of numbers you can actually change this through editing your profile and updating the profile URL (subject to availability).

Format

After having created an impactful and well presented resume you should consider saving the file in a couple of different formats.

Microsoft Word should form the basis of your resume building and editing however you may wish to convert to a PDF file for application submission. My recommendation when dealing through recruiters would be to ask if they would prefer the resume to be sent in Word or PDF format. Most recruitment firms will edit the resume with their own branding and remove and candidate contact details. This can become very difficult if the resume is in PDF format and lead to formatting issues.

The job market is currently at its most competitive and having the best possible resume increases your chances of securing an interview for your ideal next role. Do you have any other suggestions for what makes an outstanding resume? Let us know in the comments below!

Is It Fair Game, Or Not OK, To Send Your Supplier A Letter Demanding Cost Cuts?

Is it acceptable – or not – to send your supplier a letter asking for a discount? You would be surprised…


Here at Procurious, we’re always trying to be progressive, challenge the status quo and push for our profession to be more innovative and value-adding. And in good news, we’re starting to see that many in our community feel the same. How do we know? 

In a now-viral post on LinkedIn, our Founder, Tania Seary, posited the question: Is it fair, or not okay, to send your supplier a letter asking for cost cuts? 50,000 views and 60 comments later, we now know this is a hot topic for our community!

It’s something we’ve debated before, but not to this degree. So in times where businesses all over the world are struggling, and there’s more pressure on procurement than ever before to secure discounts and keep organisations moving (or afloat?), is it fair game to demand cost cuts from your suppliers? Here’s a snapshot of what everyone thought … see if you agree. 

‘A stuck in the nineties’ approach

The vast majority of people who commented on our post did agree that this year has been a particularly challenging one for businesses and by association, for procurement. One Senior Procurement Director summed it up when he said: 

‘Procurement leaders need to be looking for cost reductions to support the strained financial positions of their organisations.’ 

Yet should those cost reductions come from a demand letter sent to your supplier? Many people did not think it was okay to send your supplier a letter demanding cost cuts, regardless of the organisation’s circumstances. In the main, procurement professionals thought this approach was akin to a ‘power play’ and was a little arrogant, giving off the attitude that a big organisation is simply ‘a big brand, doing it because they can.’ 

Many procurement professionals recognised that while this tactic may have been appropriate at some other time, it no longer was. In fact, many people made reference to the nineties as a time where this may have been acceptable … but realised that those days were far gone. One person noted: 

‘This practice [the practice of demanding reductions] was used at Volkswagen in the 90s under its famous CPO. Though it showed a lot of success at the time, I believe such a practice belongs to the 90s – a lot has changed since then.’ 

Why doesn’t this approach work? 

Beyond the fact that the practice of sending a letter asking for a discount seemed ‘old-school,’ many professionals noted that for at least a few reasons, this tactic doesn’t actually work. 

The first reason why people thought this wouldn’t work was because essentially, demanding a discount goes against all the good work that procurement usually does in developing meaningful and strategic supplier relationships. Procurement professionals always need to remember that suppliers exist within a delicate business ecosystem, and it’s best to manage this responsibly: 

‘Customers depend on suppliers and vice versa. It’s a big ecosystem, and [we all need to remember that] if you squeeze out small suppliers and competition lessens, costs will inevitably increase.’ 

Beyond this, though, when making demands of suppliers, procurement professionals need to remember their negotiation training, insomuch as: 

‘Blind one-size-fits-all letters are a forced outcome, not a negotiated win-win discussion.’ 

What’s the alternative? 

It seems that within the procurement community, sending letters requesting discounts is absolutely a no-go. But in a time where discounts might, for some companies, be needed more than ever, what is the alternative? 

Being the savvy community that it is, procurement professionals had plenty of better options when it came to negotiating a better price. 

The most popular suggestion was to employ a process to assess cost saving opportunities in partnership with your supplier. This would lead, according to a few different people, to the supplier further negotiating, and then a potential automatic reduction in expenses for both. 

The other option available is to negotiate better terms, a tactic used often, but which should be done through a strategic lens. One person recommended that we all should: 

‘Engage with our suppliers and explain what we need in terms of realistic cost savings and the end goal.’ 

‘You’ve got many tools at your disposal, including SRM and category management, so much so that you need never revert to the dreadful “give me money off or else” letters.’ 

Do you agree? Or would you still send a letter requesting a discount if you needed it? Let us know in the comments below.

What Should I Look For In A Mentor?

Finding a great mentor can catapult your career – here are the defining attributes of the perfect mentor to look for.


The saying goes that no man is an island, and in a career sense what that really means is: the office can certainly feel like unchartered territory without a mentor. A mentor is something even the most talented people in the world want and need – famously, Larry Summers mentored Sheryl Sandberg, and Maya Angelou mentored Oprah Winfrey. And everyone who has ever had a mentor knows that they can be the shining north star you need to succeed, and can help you navigate everything from difficult decisions to new opportunities. They can even become lifelong friends and sponsors within an organisation, helping oversee your ascension to dizzyingly heights.

Many – if not all – CPOs credit their success to a mentor or two along the way. And this year, with COVID making it one of the most challenging years to date for a lot of us, a mentor is more important than ever to help you navigate the murky waters of leading through and after a pandemic.  

But unfortunately, not all mentors are created equal. Some really go above and beyond, yet some are not quite as useful. But how do you know the difference from the outset? 

We spoke to two successful senior professionals, Sally Lansbury, Memberships Director at The Faculty Management Consultants and Helen Mackenzie, former CPO and Principal Adviser at Procurious, about how mentors have helped shaped their careers, and what exactly we should all look for in our next mentor: 

What should a mentor experience be like? 

Sally and Helen both believe that a mentoring experience should be an overwhelmingly positive one, where you get to tap into the wisdom of someone experienced, and use them as a sounding board to navigate challenging situations. Both women said that in their past, they’ve had both formal and informal mentors, and that these mentors have helped their careers in ways they’d never imagined. 

Sally found her previous mentors extremely valuable in that she was able to learn about them, as well as use them to help her navigate decisions: 

‘For me, I have found a mentoring relationship to be particularly important as I always learn so much from other people’s experiences.’ 

‘I’ve also found that mentors are great people to bounce ideas off when you’re unsure of something.’ 

Helen also felt that her mentors were great sounding boards, but found that they were particularly useful in a different way. When Helen was eyeing the top job (of CPO in the organisation she worked for at the time), she felt that her mentor helped her hone her leadership skills: 

‘The mentor I had leading up to my promotion to CPO was exceptional. She helped me understand what leadership skills I needed to take that next step.’ 

Since changing roles from CPO to consulting, Helen has herself had the experience of being a mentor, a role which she describes as challenging but ultimately rewarding. And in a nod to her leadership capability, Helen now typifies what we all aspire to in a mentor: 

‘Right now, I’m mentoring a young man in a leadership role who is trying to navigate how to do this in an inclusive way. It’s been challenging for me to think about issues like diversity and of course gender equality from this perspective.’ 

‘But that’s the beauty of being a mentor. You always aim to put in so much more than you get back in return.’ 

What qualities should you look for in a mentor? 

So how do you tell the difference between an exceptional mentor and one that might not be as valuable? Sally, who has overseen The Faculty’s Roundtable Mentoring Program, which has, to date, seen over 1000 people receive mentoring, has a good idea of the qualities you should look for. These, she says, are: 

‘The ideal mentor should have a growth mindset and a learning attitude. They should have a genuine interest in helping you, and be able to commit real time and energy to it.’ 

‘That also need to have current and relevant industry knowledge in the area that the mentee wants to develop in.’ 

Helen agrees that these qualities are important, but she says that you need to put more focus on the person, as opposed to the qualities. Specifically, she describes the ideal mentor as someone who isn’t the same as you: 

‘Your mentor should be different from you so they can give you another perspective on the world. We spend a lot of time these days on social media in an echo chamber with people who think the same as us.’ 

‘A mentor should give you the opportunity to challenge your thinking. But you also need to be able to relate to and trust them, otherwise the relationship won’t work.’ 

How do you know if your mentor isn’t right for you? 

If your mentor doesn’t have all of the above qualities, does it mean they’re not right or worse, that they’re not doing a good job? Not at all, says Sally. In fact, in a mentoring relationship, the ball is absolutely in your court when it comes to making the effort to make the arrangement work for you: 

‘With mentoring, you only get out what you put in. As a mentee you need to be organised and be clear on your objectives at all times.’ 

What kind of experience have you had with mentors? What qualities do you look for in a mentor? Let us know in the comments below.