Do you have the drive, interest, motivation and confidence to adapt to a multicultural situation?
In the last article in this series we discussed what cultural intelligence (CQ) is and how it is an important tool in working effectively across distance, culture and time. I described the four main components of CQ, which are CQ Drive, CQ Knowledge, CQ strategy and CQ Action. In this article I will be focusing on CQ Drive.
CQ Drive is the interest, motivation and confidence to adapt to a multicultural situation. There are three main areas of CQ Drive, these being:
Intrinsic drive which is what motivates some people to have interactions with other cultures. People with intrinsic drive have a deep, personal interest in different cultures and want to understand or experience the different foods, languages and cultural practices of others
Extrinsic drive describes those people that may want to gain experience interacting across cultures to improve their credentials, gain experience or gain a promotion in their organisation. People with extrinsic drive are more motivated by the ways in which having interactions with other cultures can benefit them
Self efficacy refers to having the confidence to deal with intercultural situations should they arise, especially when you are not in a position to know the best course of action. Often this entails navigating the cues you are receiving and interpreting them to the best of your ability
To further exemplify CQ drive in action
I would like to share a story about a client. I was engaged recently to work with
a scientist who is on a one year assignment in Australia from Germany. He works
for a Biopharmaceutical organisation that has operations in both Australia and
Germany. Apart from the technical side of his role, his brief is also to help bridge
the different operational styles in the laboratory between the two countries.
In terms of his intrinsic motivation, he
really wants his assignment to be a successful one, has an interest in being of
service and helping the organisation to grow through gaining experience in
Australia and understanding how the business can operate optimally in a
His extrinsic motivation is through
knowing that having this experience will help him further his career and gain
recognition and promotion in the future. This international exposure will be an
essential component of his ambition to become a global leader.
He has also shown a high degree of self
efficacy. Upon arriving in Australia, the organisation provided him with an apartment
in a high rise development located in downtown Melbourne. He found over the
first few weeks that he was quite lonely and had few people to talk to. Having had
previous experience travelling through Europe, he decided to register himself
at a Youth Hostel to enable him to meet other travellers and increase his friendship
So, this is an example of someone with
high CQ drive in all aspects. I encourage you to reflect on your own levels of
CQ Drive in terms of intrinsic motivation, extrinsic motivation and
self-efficacy. In my article next month, I will share some tips and techniques
on how you can improve your CQ Drive and the kind of outcomes this can bring.
Did you know that 50 per cent of procurement professionals don’t trust their bosses to help them win promotions? No wonder most of us are going online to proactively manage our own careers! Exclusive to Procurious members, the Procurement Gen NEXT report shares career-boosting insights from 500+ global professionals. Get your copy today.
Looking for the Procurement Gen NEXT report? Register for free or log in to Procurious, then click on the banner to download!
Evidence of a divide has emerged between procurement professionals who are proactively seizing control of their career management, and others who are waiting for a promotion or big break that may never come. At Procurious, we’ve labelled the proactive group “Procurement’s Gen NEXT”.
This is not a generation defined by year of birth. On the contrary, it’s defined by a positive attitude that can be found across every age group, from Baby Boomers to Gen Z. The members of Gen NEXT are using a whole range of levers to supercharge their careers. From developing vital mentoring relationships, to building social media profiles that have eclipsed the importance of CVs, to seamlessly leveraging their professional networks to find a new role, to crowd-sourcing a solution to a procurement challenge, the members of Gen NEXT are collaborative, proactive and ambitious.
When Procurious put out the call for participants, we were delighted when 500+ professionals across more than 50 countries shared their insights and wisdom through the survey. The result? Confirmation of the ever-growing need for members of the profession to proactively manage their own careers – online – as the profession hurtles towards Industry 4.0.
The Gen NEXT report is packed with data, insights, recommendations, and links to over 20+ Procurious articles that further explore many of the findings raised in the report.
Five ways Gen NEXT does it
Make a long-term career plan, but keep it flexible
Over two-thirds of surveyed professionals are unclear about their long-term career plans. As many organisations move towards agile methodology, why not do the same with your career plan? This means being crystal-clear about your long-term goals and aspirations, but ensuring you have the flexibility to continually adjust and improve those career plans as you progress in short, culminative stages.
Don’t wait for your boss to act in your best interests
The fact that over half of survey participants indicated that they don’t trust their bosses to help with their career progression demonstrates that waiting for a promotion is no longer a viable career strategy. Don’t be passive about your career advancement – seize control and take every opportunity to progress. Remember, the only common denominator in your career is YOU.
Is your online profile up to scratch?
You may have the best-looking CV in the world, but if your online profile isn’t up to scratch, you won’t stand a chance of landing that job. Two-thirds of survey respondents regard their online profile to be equally important as their CV when job-seeking. It’s not only about deleting those embarrassing party photos from Facebook – candidates should ensure their professional profiles on sites such as LinkedIn and Procurious tick all the right boxes.
Don’t neglect your professional network
Results show that professional networks are equally important as on-the-job performance when it comes to career advancement, confirming the adage that it’s not what you know, but who you know that will help you get ahead at the office. Alternately, if you happen to find yourself out of work, results show that your professional network is the number one pathway to finding your next role.
If you’re a manager, it’s time to shift your thinking
Think you’ve built a procurement team that’ll be with you for the next five years? Think again. Managers can expect to see just under 40% of their procurement team leave the organisation within the next two years and 70% within the next five years. It’s time to throw away the retention plan and accept the reality that today’s workforce is increasingly mobile. But this doesn’t mean giving up on developing your team. If you’re known as a supportive manager who gives others the opportunity to go on to a stellar career, you’ll become a talent magnet in the profession.
And that’s not all…
The Procurement Gen NEXT report has insights into the biggest career hurdles faced by procurement professionals; trusted sources of career advice; the most common routes to finding a new role; connectivity within the profession; crowdsourcing solutions on social media; personal development and eLearning; online collaboration platforms; using communication tools to drive change; opinions on the value of professional memberships and certifications; and much more.
Get on board!
Download the report to discover how you can join Procurement’s Gen NEXT by seizing control of your own procurement destiny and charting a career course to the top. You’ll discover how to:
overcome career hurdles and take advantage of career springboards
tap into the power of your professional network to supercharge your career
reap the benefits of being truly connected with peers inside and outside your organisation
solve any challenge through the power of crowd-sourced solutions.
How do I get hold of the report?
Did we mention that this report is for Procurious members only? But don’t worry, signing up is quick, easy and FREE.
Heading off to begin a new procurement chapter abroad? Make sure you’re preparedto accommodate, and adapt to, a new culture.
Have you ever wondered what courage it would take to pack your bags and set off across the globe in order to start an entirely new chapter?
Juggling a new home, new job and a new life isn’t a challenge for the faint-hearted but it’s one you’re unlikely to regret and something that ISM board member, Kim Brown, knows all about!
Throughout her impressive procurement career, Kim has enjoyed roles at Reynolds and Reynolds Company, General Electric, Toys R Us and, most recently, at Dell, Inc as Vice President, Global Materials.
Kim’s lengthy career has taken her around the world so it’s unsurprising that she’s honed and developed her cultural intelligence (CQ) over the years. When we interviewed Kim, we were interested to hear about her global experiences, both what she’s learnt and how she’s adapted to different circumstances, and gain some advice on what it takes to hold a position on a board as noteworthy as ISM.
Procurement around the world
“I’ve lived in quite a few places, four or five US states and two countries,” explains Kim. ” I also did a stint as an ex-pat in Mexico city for a year and spent on year in Singapore.”
Was she able to observe distinct differences in working cultures during her time abroad? “Very much so, particularly at the beginning of my time in Mexico, which has a very, verY different culture. I was working for General Electric at the time and accustomed to the direct and process-driven culture in the US. In Mexico, the conversations with suppliers, local people and colleagues were very family-based. They wanted to know about me, and understand what my family life was like before doing business with me.”
In Singapore, Kim faced the challenge of managing a widely dispersed and culturally diverse team. “I had team members in 26 or 27 different countries, all of which had cultural nuances.”
Pulling together a strategy for a large team is challenging at the best of times but it becomes even more so when you must be cognisant of how different cultures are motivated by different things. “Something that someone in the US would regard as a very small factor might mean a lot to someone in India, for example.
“Singapore itself was a very different culture. It seemed at times cautious and a little shyer than in some other parts of the world. I’m the kind of person who says hello to a lot of people, and in Singapore they would look at the floor in response! However, once you get to know them and they get to know you I found the community to be friendly and outgoing.”
This, in a way, is the motto of Kim’s story. Working across cultures and borders requires patience, tolerance, compromise and understanding from both sides.
“As long as you go about making a change in the right way, it will work. When I first started in a global role I tried to supplement it with videoconferencing. I quickly found I was questioned “When are you coming, when will we see you?” And there is no substitute for that. Employees are often very excited by and enthusiastic about a visit from the regional office – I’d arrive in Malaysia, for example, and find that the room was packed with people who wanted to see me, listen and ask lots of questions.”
What a board wants
If anyone knows the answer to the question “what does a board want?” it’s Kim Brown. As well as being treasurer for ISM, she’s held positions on two additional NFP boards, one of which had 70 board members. “When I went on [the board with 70 people], I wanted to be really involved, to be on the executive committee and be a decision maker, not just a voter. These roles are extracurricular but if you’re going to do it, do it!
“At ISM, we have very robust conversations, which is fun! I learn a lot and have the opportunity to interact with a whole bunch of new network contacts. I try to look positively upon any experience where I can learn something new.”
Kim’s top tips for procurement when presenting to the board:
Keep your strategy clear and concise and ensure you know how to sell it!
You need goals and objectives; lay out the salient points and present them in a way that makes sense
Get your act together! When you’re presenting, make sure it’s in an understandable manner.
Do your homework and always look at alternatives and contingencies.
Use your junior team members! I really like it when CEOs do this. It gives your team an opportunity to showcase the work they’re capable of doing, and allows us, as the board, to show your team that we’ve got confidence in them!
So you think you’re some kind of procurement genius? In this day and age, there ain’t no such thing and that’s ok!
We all like to think we’re geniuses, that we can single-handedly solve all the procurement problems of the world.
We now know that the concept of the ‘solo genius’ is largely a myth. True creativity comes from collaborative partnerships such as Jobs and Wozniak, Lennon and McCartney, or the Wright Brothers. Even the most famous ‘solo’ geniuses – Einstein, Newton, Mozart – didn’t operate in a vacuum, but built upon the work of countless others. Today, we’re lucky to live in a world where all the answers and ideas we need are only a click away.
Let’s face it, procurement’s most pressing issues (slavery, child labour, unsafe work practices, exploitation, neglect for the environment and copyright) are too big for any one person, or even any one company, to solve alone.
Even at the best of times, working in procurement can be a lonely place, even when we’re working as part of a team. You might be the only person managing your category in your company, in your industry, maybe even in your whole country!
Clambering out of Einstein’s basement
If you have a problem that you can’t fix and need some breakthrough thinking, don’t be like Einstein and barricade yourself in a basement waiting for genius to strike.
Remember that you are part of a vast, virtual, global procurement team full of millions of talented professionals with ideas – help is only a click away.
Get yourself out of isolation, onto the global playing field and ask the universe for inspiration.
Solving the world’s problems, together.
Over five thousand Procurious members visit our discussion board every month to share ideas and offer advice to their peers. Our blogs spark debate, with members feeding their own commentary and ideas into the global community.
We are still seeing the ripple effects of these events with high levels of member engagement and interaction within the community; the feeding back of vital intelligence on alternate sourcing, suppliers, freight, logistics, on-the-ground contacts and changing regulations.
The hurried and helpful responses to these challenges by the global procurious community has proven that many hands make light work of disruption.
It’s clear that we want to talk online about the issues affecting procurement and are keen to help each other. It would seem that global “team procurement” is alive and well – but are you part of the flow?
Leveraging the Power of 23,000
There are now 23,000 Procurious members across 145+ countries, all with different strengths, weaknesses and experiences. Somewhere, out there, is someone who has had the same experience as you and some wise words to share.
Leveraging the wisdom of the crowd is the beauty of social media. By building your online presence and contacts you can craft a network of thought-leaders, influencers, and experts around you, to provide fantastic ideas and insights.
Even if you have a truly unique problem, there will be someone who can provide a fresh perspective that creates a lightbulb moment for you.
Take the lead
As a successful leader, you don’t have to have all the answers – but you do need to have the best questions….and know who to ask for the answers!
Whichever business icon or “genius” you admire – whether it be Steve Jobs, Richard Branson, Elon Musk………you know they are not the only person providing the brain power to conjure their vision, there are teams working day and night to deliver the dream.
Like me, you’re probably “blown away” (pardon the pun) by the rapid progress of the SpaceX program. But as you admire Elon’s vision, just remember this is not solo genius, no one talented employee finding all the answers – there have been thousands of people working over decades to get these game-changing rockets to the launch pad who have been collaborating globally online to solve a millions of small and large challenges on the journey to space.
It’s exactly the same story in procurement. Behind every apparent genius (aka Global CPO), there’s a team of procurement pros behind the scene helping come up with solutions. Even if you don’t have a real team helping you – you have a secret weapon – you can consult your global team of procurement buddies to help you find the answer.
Be the smartest guy in the room
To shockproof our profession and become the smartest guys in the room, we need to move out of our silos and work together.
Procurement needs to be ahead of the curve – to be agile, to be savvy and to be bold. We are the avengers, the rock stars, the movers and shakers negotiating the deals that guarantee supply, quality, cost, ethics and sustainability. But we can’t do it on our own.
When you’re next faced with a challenge or struggling with the beginnings of a great idea. Don’t just sit there. Do Something. Get online and ask questions. The answer is only a click away.
Procurement must learn to think the unthinkable, predict the world weather forecast and look further than the end of it’s own nose when it comes to technology in order to remain relevant!
The Procurious London Roundtable was sponsored by Basware.
Procurement 4.0, Cognitive Procurement and Thinking the Unthinkable were among the hot topics canvassed at last week’s inaugural meeting of the Procurious London Roundtable.
Packed with leading-edge speakers, a ready supply of valuable expertise, peer-led market intelligence, and networking, CPOs were unanimous that a reimagined Procurement must be the business’ source of market intelligence on these issues – if it is to secure and maintain a “seat at the table”.
Speakers addressed everything from global politics to AI and making it ito the C-Suite. If you’re intrigued to hear what they had to say, look no further; we’ve managed to pack the finer points into one, handy article!
Learning To Talk Across The Lily-Pads
Nik Gowing, BBC Broadcaster, Visiting Professor at King’s College and Big Ideas Summit 2016 Speaker, joined the roundtable to provide an update on Thinking The Unthinkable. Unthinkables are critical events that are not being considered or prepared for by organisations or by our governments around the world.
From Brexit to the election of President Trump; from Putin’s invasion of Crimea to upcoming European elections, unthinkables have been occurring frequently over the last few years and they’re not letting up! In fact, if anything, unthinkable events are happening more rapidly than ever before.
Nik firmly believes that, in a world of social-media, time-scales for unthinkables which were once 20 years could now be 20 months, 20 days or as little as 20 minutes!
Nic’s advice for preparing for the future? Instead of destroying mavericks within our organisations, we need to turn them into visionaries and harness a culture where they can thrive. Nic has likened the current situation to frogs on lily pads – everyone is sitting in the same pond but not talking to one another – we need to find a way to come together and talk.
Grab An Umbrella And Face The Future
Justin Crump, CEO Sibylline, shared Nic’s concerns for the future and expressed his desire for organisations to address the current void of awareness about, and study of, the corporate security intelligence environment.
An intelligence-led approach to managing risk and predicting disruptions to your business is absolutely the way to go. It allows you to work out when you might be forced to take risks and when it’s worth taking them!
But how do you go about doing this? It all starts with reading your morning paper with purpose! Justin suggests you ask yourself why you’re reading it and how and why it’s relevant or interesting to you. Consider where your clients work and where your supply-chain is based. If missiles started flying over a particular country, would it be critically damaging to your business?
It’s possible, and preferable, to turn reading the news into a data-collection process by collating information and highlighting the important areas to disseminate to people within your organisation.
If in doubt, implement the ADAM model:
ASSESS – Understand your business and your world and what these interactions mean to you
DECIDE – Derive actions to help mitigate risks and refine into an achievable plan
ACT – Implement planned actions
MONITOR – Use ongoing world risk register outputs to understand what is changing in your world. This will help you predict the world weather forecast and figure out when you’ll be needing an umbrella!
Looking Further Than The End of Your Nose
Eric Wilson, head of Basware‘s Purchase-to-Pay business for the Americas and APAC, discussed the critical actions CPOs can take today in order to safeguard against technology obsolescence. When 90 per cent of technology is about to become irrelevant can procurement implement a watertight process that evolves with industry trends?
Eric asked our roundtable attendees to consider the following scenario:
A new CPO comes into an organisation and instantly sees that there is a problem with procure-to-pay and maverick spend. They know they can save a whole load of money for the business. They challenge their employees to develop a business case, which a cross functional team evaluates and a score-card of criteria is developed. Whilst this might sound like a totally reasonable approach there is a one major problem. Eric explained that the challenge with this process is that it focuses five inches in front of the CPO’s face; they’ve seen a problem and they’ve fixed it.
Remember Siebel? Not so long ago it was the best CRM system you could possibly use and was responsible for shifting the entire workplace environment into customer relationship management. Anyone who hadn’t bought Siebel already was about to and huge investments were made.
But, almost overnight, it became completely obsolete thanks to arrival of the Cloud. Siebel went bust, many a CMO lost their job and money was wasted, all because no-body looked further ahead.
Eric explained that the next wave of procurement technology is not just about the traditional goals of visibility, control and savings. Harnessing the value of the transactional data running through the system will be key.
Given the way tech is trending, particularly AI, within three years 90 per cent of procurement tech will be obsolete. People will not raise requisitions – robots will! And procurement must prepare for that.
What’s Holding Up Cognitive?
Pascal d’Arc, former GM of Cognitive Scale, talked us through the journey to cognitive and what some of the practical applications are in today’s world. Is cognitive really all the fuss it’s hyped up to be?
Judging by some of the fascinating examples Pascal gave us, absolutely! One such example was a cognitive system that had been given the ability to experiment with building a drone. The resulting machine had a frame shape which was modelled on the pelvis of a flying squirrel, representing something very close to nature.
But why is the progress of advancing and using cognitive tech so slow, what’s holding us back in procurement? According to Pascal it comes down to a number of things:
The technology so far has been very experimental. There has been a sense of frustration towards IBM but they are still experimenting
Expectations are huge. We are often missing the low hanging fruit when it comes to deciding what to tackle
Procurement isn’t a key investment area…yet! Fintech and healthcare are the current priorities
Aiming For The C-Suite
Damian Walsh, Partner at Heidrick & Struggles, gave our CPOs some top tips on what it takes to get to the very top. How do you successfully move on to a bigger CPO role, step up to CEO or take on a non-executive role.
Whatever it is you want to do, tailor your approach accordingly
Be clear about what you want and position yourself for it
Be clear about what you have to offer – think in terms of business solutions. There is no such thing as a “transport”company any more
Get your CV in order and make sure it’s accurate- so many people don’t!
Manage the search firms – be selective and understanding and clear about what you’re looking for
Work on your personal brand- thought leadership, speaking engagements etc.
Work your business and personal networks
The Procurious London Roundtable was sponsored by Basware.
If you’d like to secure your seat for our second London Roundtable on 11th October 2017, please register your interest with Olga via [email protected].
Looking for your tribe on Procurious? Whether you want to connect with colleagues by country, category or campaign, we’ve got you covered…
At Procurious, we like to think we’re very accommodating, which is why we want to help you find your tribe. No matter where you are in the world and whatever your interests, there’s a Procurious group, or two or maybe even three, out there waiting for you.
Groups can be created based on events, industries, categories, regions, countries, organisations and interests. We’ve highlighted some of the corkers to get you started!
Bravo: Women in Procurement
Procurious launched Bravo late last year to celebrate and promote women in procurement and challenge gender discrimination in the workplace. It’s statistically proven that organisations with greater employee diversity achieve better business results and yet women still represent less than 5 per cent of CEO positions.
Gender balance within the procurement function is also skewed, particularly at the top of organisations. Together, we can change that.
This group is a much needed platform for women in procurement to communicate, share ideas and experiences, mentor and be mentored and stand up for change
As part of the Bravo campaign, we’ve interviewed a whole host of high profile procurement leaders about their own advice to young women starting off in Procurement, and how they’re helping females get ahead. You can find links to all of these articles via the group.
Read more about the Bravo mission here and join the group here.
Institute for Supply Management (ISM)
This group is your one-stop shop for everything ISM-related from related articles, to interviews and ISM event information.
Procurious have been lucky enough to sit down with most of this year’s THOMASNET and ISM 30 Under 30 Supply Chain Rising Stars to find out what it takes to embark on a successful procurement career. You’ll find all of the links to these interviews in the group.
At the moment, we’re welcoming the delegates who will be attending #ISM2017 in Disneyworld May 21-24. This group is designed to enrich the online experience for ISM2017 delegates and members who can’t make it to Florida in-person.
Join this group and share #ISM2017 news, blog articles, event photos, recommendations, network with new connections, and continue the conversations after the event!
This group features procurement tools and templates to save you time and effort. These tools can instantly boost your productivity and help you get “unstuck.” Use them to confidently meet the challenges that come your way.
Access the documents tab within the group to download everything from Statement of Work (SoW) templates to Project Management templates orSourcing Risks and Issues Log
There’s a whole host of fantastic regional groups chattering away on Procurious that you might not know about. If you’re unsure whether your country is represented we suggest you take a look for yourself – you might be pleasantly surprised! Here are a few of the most active ones:
And remember, you can always create your own group whether it’s distinguished via country, industry, interests, your organisation or something else entirely! Simply visit the groups tab on Procurious and click “Create Group” and you’re good to go!
What are you waiting for? Pick your tribe and get going!
Azerbaijan has hit the headlines today with allegations that a Trump Tower hotel project in Baku involved a deal between the Trump family and a “notoriously corrupt” Azerbaijani oligarch with ties to Iran’s Revolutionary Guard.
Trump, towers, and corruption aside, Procurious recently interviewed one of our own community members, Fidan Amirbekova, about working in procurement in Azerbaijan – a tiny Caucasus state that has suddenly found itself in the international spotlight.
With its unique cultural heritage, ancient origins and shared border with Iran, the history of the former Soviet state of Azerbaijan makes for fascinating reading. But what’s it like to work in Procurement there? Procurious member Fidan Amirbekova shares why the most important asset in Azerbaijani business is your personal network.
Welcome to the Procurious community, Fidan! Can you tell us a little about your country?
I live and work in Baku, the capital of Azerbaijan and a thriving city on the coast of the Caspian Sea. The town’s origins go back to Roman times, with the earliest written evidence of its existence dating from 84AD. Today, it’s an incredible mixture of ancient buildings and modern skyscrapers. The town’s most recognisable buildings these days are the iconic “flame towers” (pictured).
Azerbaijan, also known as the Land of Fire, is the largest of the three South Caucasus states and is bordered by Russia to the north, Georgia to the north-west, Armenia to the west, Turkey to the south-west, Iran to the south, and the Caspian Sea to the east. Our culture has been defined by our location at the cross-roads of Russia and Persia (later Iran), and Azerbaijan has been a part of both empires at different times in its history.
Although the country has a Shiite Muslim majority, Azerbaijan doesn’t have an official religion, and all the major political forces in the country are secularist. The official language is Azerbaijani, although many of us speak Russian and English as well.
What kind of organisation do you work for?
I work in procurement for Bakcell, the leading mobile phone operator in Azerbaijan. The telecommunications sector is one of the biggest and most innovative in the country, and the role of procurement is significant. I’ve worked at Bakcell for almost 13 years now, with six of them in the procurement department. Specifically, I’m responsible for Marketing and Sales procurement and specialise in services purchasing.
As a profession, procurement in Azerbaijan is quite new, but it’s growing rapidly. Most of the large companies (especially the international ones) require procurement specialists in their teams. There is no developed manufacturing chain in the country, so we need to import almost everything.
Are there any challenges involved with moving goods across borders?
Yes, there are sometimes difficulties with moving goods across borders, but experienced professionals can always find a way. Doing business here is about who you know – personal relationships play a very important role in every field in Azerbaijan. You will succeed if you have a large network – it doesn’t matter if your connections are business-related or personal. In my experience, a wide circle of friends and acquaintances solves everything. That includes online social and business networks like LinkedIn – and Procurious!
Do you source anything from Iran?
There is some trade over the shared border between Azerbaijan and Iran. Personally, I haven’t yet had to source anything from Iran. The two countries have a shared history and there are many Azerbaijanis living in Iran, and vice-versa. We have stronger business and personal relationships with Turkey. Our languages are similar, and Turkish students come to Azerbaijan to study. We import a lot from Turkey, and there are many Turkish companies here, both small and large.
What pathways are offered to get into procurement in Baku and the region?
As I said earlier, procurement is relatively new here, although it’s growing fast. At present, none of our higher education institutions offer courses in procurement. There is, however, a small consulting company which represents CIPS in Azerbaijan and offers training courses and CIPS qualifications. Many procurement professionals here are actively seeking new opportunities and professional development, so having the CIPS qualification is becoming increasingly popular.
Overall, I think procurement has a great future in modern Azerbaijan. Businesses here understand that we can make a great contribution.
Procurious may be an English-language business network, but our community members come from all over the globe. We’re looking for more stories to build a picture of the unique challenges faced by procurement professionals internationally. If you’re interested in sharing your story, please leave a comment below.
From his fight against modern slavery to his campaign to licence the procurement profession, Procurious highlights the enduring legacy of the late CIPS CEO, David Noble.
David Noble’s professional accomplishments were many and varied, both within his role as CIPS Group CEO and during his stellar career beforehand. After his sudden and untimely passing late last week, however, there have been tributes from procurement leaders around the world. The tributes emphasised two of Mr Noble’s stand-out achievements. Firstly, his fight against modern-day slavery and secondly, his work in promoting and licensing the procurement profession.
The crusade against modern slavery
In an interview with Procurious before his appearance at the Big Ideas Summit, David Noble stressed that the profession is in a unique position to drive the eradication of modern slavery. “Whether it’s child labour, inhumane working conditions, forced labour or slavery, there is no doubt that the procurement and supply profession has a unique opportunity to step up to this challenge as a professional community and effect real change”.
Mr Noble believed that in terms of corporate social responsibility, procurement has come to a significant crossroad and needs to adapt to survive in the face of rapidly-changing parameters, starting with accountability.
“Accountability for inadequate or exposed supply chains now goes right to the top, with the company’s reputation on the line. Good corporate supply chain governance demands accountability, and to have accountability means the appropriate authority and capability to act.”
The 2015 Modern Slavery Act
2015 was a watershed year for Mr Noble and his crusade against modern slavery, with two significant milestones taking place. Firstly, the UK Government signed into law the 2015 Modern Slavery Act, after seeking considerable guidance from CIPS while the Act was being created. CIPS was sought out as a subject-matter expert due in no small part to its 2013 partnership with Traidcraft and Walk Free, which led to the creation of the Ethical and Sustainable Procurement Guide. The Guide helped procurement professionals identify suppliers who subjected workers to poor wages, inhumane conditions or forced labour, and advised them on how to put preventative measures in place. Following the release of the Guide, CIPS also created an ethical e-learning course and test, which covered corruption, fraud, bribery, exploitation, human rights and forced labour.
After the Modern Slavery Act was signed, Mr Noble’s message to the profession was again focused on accountability: “For too long supply chain transparency has been overlooked, and we hope that this legislation sends out a clear message to business leaders that they are accountable for all discrepancies, no matter how far down the chain.”
Vatican City declaration to eradicate modern slavery
The second milestone that took place in 2015 was Mr Noble’s invitation to Vatican City to witness a historic signing by faith leaders of a joint declaration to eradicate modern slavery. Leaders from the Buddhist, Christian, Hindu, Jewish and Muslim faiths signed the declaration, which had been developed by Andrew Forrest’s Global Freedom Network. Mr Noble was invited as a guest of Andrew Forrest and also by the Archbishop of Canterbury Justin Welby, in recognition of CIPS’ work in addressing modern slavery and the integral role supply chain management will play in the ongoing campaign.
Many of the tributes to Mr Noble published on Procurious called out this aspect of his career, beginning with CEO ISM Tom Derry, who wrote that “[David’s] moral vision and leadership was instrumental in CIPS’ crucial role in the passing of the U.K.’s Modern Slavery Act in 2015.”
CIPS General Manager for the Asia-Pacific region, Mark Lamb, wrote: “He was particularly vocal about ethical procurement, eradicating bribery and corruption, and ensuring that supply chains are free from modern slavery.” Similarly, The Art of Procurement host and producer Philip Ideson wrote about Mr Noble’s “leadership of efforts to eradicate slavery across the supply chain, impacting millions of workers without their own voice”.
Broadspectrum’s Executive General Manager of Procurement, Kevin McCafferty, worked closely with Mr Noble on the development of the Ethical Procurement Guide: “David was instrumental in getting the UK Government to introduce the Modern Slavery Act 2015.” Mike Blanchard, Deputy Chief Executive Operations at the New Zealand Tertiary Education Commission, wrote that Mr Noble’s focus has led to CIPS becoming “a professional body with ethics as a pillar”.
Licensing the profession
When Mr Noble was asked to bring his “Big Idea” to London as part of Procurious’ 2015 Big Ideas Summit, the subject for him was a no-brainer. “My big idea is something we have as a policy statement – licensing the profession,” he told the camera. Watching his comments today, it becomes immediately clear that his drive to license the profession was inseparable from his campaign to improve ethics in procurement and, ultimately, eradicate modern slavery.
The need for CIPS to licence the profession became increasingly apparent to Mr Noble as he received calls from the media after supply chain disasters linked to malpractice or ethical breaches. Reporters asked him the simple question: “Why is the procurement and supply profession allowing this to happen?”
Bringing accountability and consequence to procurement
It was difficult to bring accountability and consequences to those on the front line who were making decisions that led to malpractice and reputational risk. Licensing, said Mr Noble, was therefore the answer. “There’s a huge public good agenda linked to supply chains around the world … [and] companies are increasingly realising that having licensed supply professionals makes a real differentiator to success.”
Licensing brings with it the threat of consequences: “If they behave unethically, they stand to lose that license and they’ll find it difficult to work in the profession again,” said Mr Noble. “But the good side is that it gives them the protection of saying ‘You’re putting my professional license at risk’ if they’re ever asked to do something unethical or wrong.”
CIPS President and former Rio Tinto CEO Sam Walsh noted Mr Noble’s extraordinary achievements in moving forward with the professionalisation of procurement: “His initiatives such as training, licensing of procurement professionals, establishment of standards for anti-corruption, anti-bribery and anti-modern slavery have led to CIPS being highly regard by governments, employers and members.”
Visna Lampasi, General Manager Group Procurement for Woolworths (Australia) also commented on Mr Noble’s “energy behind licensing the profession … and major contribution to procurement’s development”.
A legacy of thought-leadership
A valued contributor to the Procurious Blog, Mr Noble appeared at the Big Ideas Summit in 2015. His thought-leadership published on Procurious includes:
Renowned economist and Big Ideas Speaker Dr Linda Yueh explains why CPOs needn’t panic about the President Trump administration but there are causes of concern.
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Donald Trump made good on a campaign promise on the first day of his presidency by signing an executive order indicating the United States won’t ratify the Trans-Pacific Partnership (TPP) trade deal.
Though expected, the move caused a media storm and a flurry of responses from politicians and businesses all around the globe. But what does this mean for supply managers?
Many CPOs are understandably nervous about the Trump administration’s policies with regards to global trade. The resurgence of protectionism in the U.S., coupled with the continuing fallout and trade effects of Brexit, has left many procurement professionals wondering which region of the world they should plan to source from in the future.
The TPP was a massive free-trade agreement advocated by the Obama administration, aimed at deepening economic ties between the U.S. and 11 other Pacific Rim nations, cutting taxes, and fostering trade to boost economic growth in the process. Trump argued on the campaign trail that the agreement would be harmful to the U.S. manufacturing sector. As he signed the withdrawal order, he called it “a great thing for the American worker”.
According to Linda, there are three reasons not to panic about what Trump’s protectionist tendencies will mean for procurement, trade, and global supply chains.
We need to keep in mind that trade takes place under WTO rules. China is the U.S.’s biggest trading partner, despite no free trade agreement being in place. Of course, if Trump were to pull out of the WTO, then that would be a game changer. But, globalisation, especially e-commerce and the Internet linking markets and people, will mean that trade is likely to continue across borders as it’s hard to see a significant roll-back Costs of trade, of course, are another issue to be focused on.
Luckily, the Trump administration hasn’t honed in on e-commerce, which is good news for procurement and supply chains. Currently, one in ten transactions are already undertaken via e-commerce, and this figure will continue to grow.
Trump may have moved quickly to sign the TPP withdrawal order on his first day in office, but that wasn’t a formal agreement. Extricating the United States from NAFTA for instance will require renegotiation time and then a period of notice before that free trade agreement would end. Even then, most trade agreements include implementation periods, so a “cliff edge” is unlikely which gives businesses time to plan. Therefore, there’s no need to panic or overhaul your supply chain immediately. But, of course, forward planning and following economic policies would be wise. Also, take Brexit as an example – if Britain succeeds in triggering Article 50 in March 2017, then the UK is scheduled to leave the EU by the end of March 2019 – almost three full years after the people’s vote. And even there, the Prime Minister has indicated that there may be an implementation period to allow more time for businesses to adjust to leaving the Single Market.
Things to watch
So, Linda warns that supply managers should keep an eye on certain factors as global trade adjusts to these seismic political shifts.
1) U.S. border taxes – recently, Trump threatened BMW with a 35 per cent border tax on foreign-built cars imported to the U.S. market. This isn’t an isolated incident and American companies are under even more pressure to produce in the U.S.. Congress is also considering a similar tax, so that is worth bearing in mind as that would have the force of legislation.
2) U.K.Tariffs – one of the consequences of a “hard” Brexit where the UK leaves the EU without any preferential trade deal, which would include no agreement on the Single Market, Customs Union, is the re-emergence of customs for EU trade. Right now, significant customs procedures only apply to non-EU shipments. But, with around half of UK exports going to the EU, taking leave of Britain’s membership in the EU with no deal would means the end of free movement of goods. More customs declarations and duties would raise costs, slow down supply chains and certainly add time at border checks. A potential ‘hard border’ would be a particular issue for Ireland.
3) Resourcing Brexit – the UK Government also needs to think about the resourcing challenges involved in ramping up staff as well as IT systems to cope with the doubling of customs checks on the UK border.
4) NAFTA – As mentioned earlier, Trump has also flagged that the North American Free Trade Agreement (between Canada, Mexico and the U.S.) is up for renegotiation. If you’re a U.S. company, you need to start making plans now about how these changes will affect you. The same applies to any other of America’s free trade deals with 20 countries that Trump would have the authority to re-examine.
What about China?
Globalisation has helped China become a manufacturing powerhouse, but with numerous closed markets.
However, there are very good reasons to continue to do business with China. Wages may be rising but that helps businesses to think about China as a market as well as one production locale in a supply chain. Plus, with growing protectionism in America, China’s President has signalled that China may take more of a lead in globalisation. There’s a lot to watch for.
In short, Linda’s advice to CPOs around the world is keep calm, but keep an eye on the details as the globalisation landscape is shifting significantly. Global trade won’t end tomorrow but it will likely look rather different in the coming years.
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As the weeks unfold, we begin to get a better understanding of what impact a Trump Presidency will have on procurement.
There is, of course, no need to introduce the events of Tuesday 8th of November 2016 to readers. On that day, Donald Trump won enough Electoral College votes to be elected as the next President of the USA.
The implications for the procurement industry may at times be daunting and hard to anticipate. However this article should shed some broad light on some of the possible implications. Two of the main implications are infrastructure spending and trade deals.
In terms of Trump’s policy platform, detail is so often conspicuous by its absence. In his “Contract with the American Voter” however, he has outlined extensive policy proposals for his first 100 days as President.
Impact on Infrastructure
The first likely impact is infrastructure, which is one key tenet of this “contract”. Despite having far-right positions on many areas, Trump does have more centrist positions on some areas, especially infrastructure investment.
This may well boost the economy, albeit fuelled by debt, unless highly ambitious funding mechanisms come to fruition. He has vowed to spend $1 trillion on infrastructure over ten years. This would of course require huge procurement expertise for large road and bridge building and various other industries. We will have to wait and see what happens with building walls, however!
But the real impact of this expansive infrastructure spending would not be the huge procurement processes required, but more the method through which it may be achieved.
Whilst it is far from certain how the incoming administration could fund such a project, while providing perhaps the biggest ever tax cut, he would also need Congressional approval.
Public-Private Partnership Proposals
The infrastructure is not proposed as fully funded by the federal government, but largely through public-private partnerships (PPPs). If this sets a trend, the implications for funding of public services in the USA and other countries, especially developed market economies such as Western Europe, could be significant.
PPPs such as this have been generally successful in some cases and rampant failures in others. In the UK’s National Health Service for example, they have been a highly controversial mechanism. Many argue PPPs have fostered long-term financing issues, and harmed patient care and outcomes.
Further, many argue that the privatisation that PPPs cause brings about fundamental change to the relationship between the state and citizens. With this, public services are delivered based on promises of profit. For infrastructure investment to go ahead, it has to be based not on the gain for society, economy or environment, but where a surplus can be extracted.
Impact on Global Trade
The second main impact will be Trump’s influence on global trade, which is a driver of prosperity worldwide, alongside his threats of protectionism. Since the global financial crisis, cross-border trade has stagnated. This has been the longest period of stagnation for over 70 years.
Trump has an overtly protectionist stance. He has already threatened to hike tariffs on imports from China and Mexico, as well as pull out of the North American Free Trade Agreement (NAFTA) with Mexico and Canada.
In broad economic terms, this would increase living costs for domestic citizens. It would, without any doubt, be reciprocated by other countries such as China (as early noise coming from Beijing confirms). It would also affect jobs in export industries in the USA and the USA’s economy as a whole.
For public procurement in the USA however, this could also be significant. American public services could be restricted from products they currently source cheaply from abroad.
The increased costs from domestic purchases have to be made up from somewhere, such as savings in other areas, purchasing lower quality goods or increasing costs for users of public services.
The same could be true in Canada and Mexico. If the USA pulls out of NAFTA and applies tariffs on Mexican and Canadian goods, reciprocal protectionism would restrict Canadian and Mexican access to high-quality goods and services sourced from the USA.
Outside North America, the implications could also be significant for procurement professionals around the world. President Obama has been pushing hard to ratify the world’s largest ever free trade agreement – the Transpacific Partnership (TPP).
This opens procurement markets, and removes tariffs, between 12 countries, including Australia, Japan and Vietnam. Trump has confirmed he will cancel this deal on his first day in office. This will deny public procurement across all participating countries the opportunity to increase procurement competitiveness and reduce sourcing costs. It’s also likely to decrease the choice of the goods and services available for purchase.
The same is true with the Transatlantic Trade and Investment Partnership (TTIP). The trading impact of TTIP, between the USA and European Union, would have been huge. Whilst talks reached an impasse in 2016 when negotiating procurement market access, Trump is likely to be the final nail in the coffin.
TTIP again would have been a boon to procurement teams in all countries, with increases in competition and decreases in price for all countries. This would have provided European contracting authorities with tariff-free access to high-quality American goods and services and vice versa.
Despite the threats of uncontrolled climate change and protectionism, the impacts of a Trump presidency are really yet to be known. Yes, Trump may have secured his “contract” with the American voter. But the contract will be re-tendered in under four years. The outcome of that really is unknown.