Tag Archives: procurement career

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

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

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

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

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

Ask yourself, are they a CPO who:

  1. Kicks you out of the office. 

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

2. Fills you in on the goss’

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

3. Helps you keep score

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

4. Has a game plan

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

5. Is a bit of a procurement rock star

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

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

Good luck!

Own It: Taking Control Of Your Own Procurement Destiny

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

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

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

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

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

Example 1- Going For It!

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

Example 2 – Taking Control

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

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

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

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

The Next Step In Your Mission To Achieve Procurement Stardom

If you’re determined to reach for the procurement stars, Procurious’ new eBook might just give you the boost you need to get there. Download 15 Ways to Become a Procurement Superstar for FREE here – it will get you well on your way to procurement stardom. 

With training budgets slashed and a terrifying to-do list, getting the training you need in order to get promoted can be tough going.

We’re going to level with you here: If you’ve got your sights set on getting ahead in your career any time soon,  you can’t avoid the brave new world of eLearning.

Our brand new eBOOK, 15 Surefire Ways to Become a Procurement Superstar, is FREE to download  from the comfort of your own home and is jam-packed full of invaluable career advice for you to soak up on the go..

What’s It All About?

Last year a staggering 6500 procurement pros took career success into their own hands by joining Career Boot Camp.

Procurious launched this exclusive 15-day programme to help high-achieving professionals around the world get in the best career shape of their lives, and upgrade their skills while on the go.

Each five-minute podcast was delivered by a different industry thought leader, drawing on a wealth of experience and offering insightful, applicable career advice. That’s 15 days, 15 thought leaders and 15 procurement podcasts covering everything from networking  your way to the top, to nailing social media and becoming a global player.

The great news for you is that we’ve now compiled the entire programme into one, stunning,  and FREE,  eBook complete with blog articles, podcasts and the most important take-away learnings to help you become a Procurement superstar in next to no time!

How will I achieve procurement stardom?

Unleash your “procurement mojo”, take your conscience to work, network your way to the top, incubate your big idea on the job, build your personal scorecard, and become a global player.  Whatever the gap in your skill set, our eBook’s got it covered.

Some of our featured thought leaders include:

  • Jon Hansen – A Global Broadcaster with an audience of 15,000 weekly listeners
  • Tom Verghese – A Cultural Intelligence Advisor to Forbes 500 companies
  •  Chris Sawchuk – Global Procurement Practice Advisor, The Hackett Group
  • Tom Derry – The CEO of the profession’s peak body, ISM

Still not convinced? Here’s a little preview of what you can expect. Tom Derry, CEO ISM, gives five surefire ways to become a CPO.

“Outcomes matter in business. We need to be able to establish a track record, consistently follow through, and be relied upon to deliver.”

If you’ve not yet had the chance to join our 21,000+ strong Procurious community, now’s the perfect time! You’ll gain access to our daily news, discussions, eLearning, webinars and much more!

Order Up! 5 Supply Management Capabilities You Can’t Leave Off The Menu

When it comes to supply management, are you managing your customer orders effectively? Dave Food discusses Order Management and five more capabilities you just can’t go without.

Last week, Dave Food talked us through five of the key supply chain capabilities that everyone needs. This week, he’s come up with five more!

From order management to shop floor execution and supply chain visibility, these are the things procurement and supply chain professionals should be on top of.

1. Order Management (OM)

Knowledge and skill necessary to manage the receipt and scheduling of customer orders. An integrated OM system may encompass these modules:

1) Product information (descriptions, attributes, locations, quantities)

2) Inventory available to promise (ATP) and sourcing

3) Vendors, purchasing, and receiving

4) Marketing (catalogues, promotions, pricing)

5) Customers and prospects

6) Order entry and customer service (including returns and refunds)

7) Financial processing (credit cards, billing, payment on account)

8) Order processing (selection, printing, picking, packing, shipping)

2. Shop Floor Execution

This is the area in a manufacturing facility where assembly or production is carried out, either by an automated system or by workers or a combination of both. The shop floor capability may include equipment, inventory and storage areas. You can create customer orders and shop orders for each product manually or import shop orders from an ERP system. When this shop order authorisation is created or received, it contains a specified quantity of the product to be built on the Shop Floor.

Once you define your production work floor processes and rules, the platform to optimise operations can be implemented. Real-time status updates can be provided to your organisation and your customers as they need them. A SF provides an on-demand view of bill of materials, routing details, work instructions, material availability, part and product images and programs, to develop optimal SF processes. These should match your business needs, increase view production work orders at any stage of manufacturing, and rework instructions are sent directly to the factory floor to coordinate processes efficiently and improve customer service.

3. Supply Chain Continuity Planning

This is the process that seeks to optimise Supply Chain strategy, processes, human resources, technology and knowledge. Supply Chain Continuity Planning controls, monitors and evaluates Supply Chain risk, which serves to safeguard against new uncertainties that may emerge affecting profitability. The continuity of the company is vital for the long-term success of the business, in today’s world; all aspects of the functioning of an organisation are vulnerable to disruptions and risks. Supply Chain Continuity Planning controls, monitors and evaluates Supply Chain risk.

4. Supply Chain Visibility

Supply chain visibility (SCV) is defined as the ability of parts, components, or products in transit to be tracked from the manufacturer to their final destination. SCV enables you to perform “what-if” scenarios. Visualising these different scenarios can help you predict issues and problems that may arise, and then plan for them and their solutions.

Visibility allows people in the supply chain to see problems before they occur and take necessary steps to avoid the expense in real time. Visibility also provides insight to make more intelligent decisions early in the order cycle (just in time inventory) and perform more intelligent audits in the distribution centres on inbound shipments. Finally, visibility can also be a major driver increasing throughput in the existing distribution network and thus delaying the need for costly new DCs

5. Supply Chain Network

The collection of physical locations, transportation vehicles and supporting systems through which the products and services firm markets are managed and ultimately delivered; it can be manufacturing plants, storage warehouses, carrier, docks, major distribution centres, ports, intermodal terminals whether owned by a company, suppliers, a transport carrier, a third-party logistics provider, a retail store or an end customer.

Emerging technologies and standards such as the RFID and the GS1 are now making it possible to automate these SCNw in a real time manner making them more efficient. A SCN can be strategically designed in such a way as to reduce the cost of the supply chain. Designing a SCN involves creating a network that incorporates all the facilities, means of production, products, and transportation assets owned by the organisation or those not owned by the organisation but which immediately support the supply chain operations and product flow.

There is no definitive way to design a SCN as the network footprint, the capability and capacity, and product flow—all intertwine and are interdependent. Following on from this, there is also no single optimal SCNw design, in designing the network there is an apparent trade-off between responsiveness, risk tolerance and efficiency.

Dave Food is a supply chain innovator, a passionate educator, a futurist, a trend-watcher, an insightful consultant and a marketing strategist. This article was originally published on LinkedIn.

Best Of The Blog: The Top 5 Ways To Stand Out In Procurement

There are millions of procurement professionals in the world. How do you make sure you stand out from the crowd?

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

This week, we’re revisiting an article by Anna Del Mar who explains how to stand out from the crowd!

Stand out from the crowd

There are millions of procurement professionals around the world. And every single one is different.

Which is fortunate, given the range of activity which Procurement has to undertake, and the different characteristics which are necessary to succeed in those roles.

In amongst that diversity, there are a number of characteristics which the most successful can display. These characteristics are ones worth cultivating in our careers.

There is no particular order here. But our top five ways to stand out will always contribute to success, both when working in the organisation and when we’re seeking to develop our careers.

1. Communicate like a Professional

This is true in many parts of the business, but is absolutely critical for Procurement. We’re often trying to sell hard ideas, to get concepts across, to change opinion and views, and to do all of that we need to be excellent at communication. Not just Powerpoint, but using a wide range of media, types of communication, styles and messages.

We also need to be excellent at preparing and rehearsing our communications, getting them on point and noticeable, able to stand out above the in-company noise. To do this, we need to spend time practising and getting our messages right.

As Mark Twain once said, “I didn’t have time to write you a short letter, so I wrote a long one instead.”

Be hard on yourself, and seek to improve. Being able to prove your understanding of the way Procurement needs to communicate and influence upwards with examples, will impress any recruiter.

2. Take the Wider View

Procurement can be accused of being one dimensional. We can get sucked into delivering price based targets, and loose sight of the bigger picture.

To operate effectively, we need to be excellent at maintaining a broader commercial perspective for the organisation, and making sure we’ve got both the short view and the long view in our sights.

The best in Procurement stand back and take in what the business really needs to achieve. They seek a balance between often conflicted requirements from different stakeholders. If we can maintain that overview, we will often deliver far more than if we get sucked into a one dimensional view.

Showing business aptitude and seeing procurement in terms of solving business problems, is an extremely valuable asset to any procurement function.

3.Bounce Like a Rubber Ball

Procurement can be tough. As the people on point for delivering value from the supply chain, we often can feel the weight of the business on our shoulders, while still trying to get through to a value improvement we can see but can’t quite reach.

To maintain a high degree of performance we need to have a high degree of resilience, to be able to bounce back and keep going. Holding onto our core beliefs, keeping going when it’s being sought and getting to the outcomes we want to achieve are great outcomes all by themselves.

There is no doubt that Procurement requires tenacity. Be able to prove your ability to stay the course for long term sustainable results rather than short term glory.

4. Network

The technical stuff is often less of an issue than the people stuff. This means that we need to network hard, identify the decision makers and opinion formers, and be aware of their issues and agendas.

Knowing who people are, what their concerns and needs are, and being able to reach out to them to both influence but also to offer support, is a massive help when trying to progress our own agendas.

It isn’t a one way street of course. These relationships are precious. We need to make sure we’re managing our relationship resources, just like we should be protecting our time. Show how you value your network and how this helps improve the positive effect of procurement.

And finally…

5. Know your Stuff

There’s nothing better than watching someone with a fantastic grasp of category and business issues making a case.

Having a broad grasp of what is happening in a market, how it relates to the business overall, looking at short and long term effects, providing imaginative solutions which test the range of what is possible, with stakeholders aligned or at least neutral, with a thought through plan of action. Those are the days when the future of Procurement looks brightest. The individuals delivering that insight will look like stars in the organisation.

Whilst you may not need to have deep category knowledge to get your dream job, having an understanding of procurement excellence and the challenges of buying in markets is key to bringing true expertise to the function and will be seen as an asset.

None of the above happens by default. It requires personal insight and understanding to make sure that skills and attributes develop in these areas. Spending time in each area is extremely worthwhile. Taking time out appraise ourselves in these areas, or get feedback from others, will give a big step up in how we’re viewed.

Good Luck!

Want That Job? 7 Pitfalls To Avoid On Your CV

This seasoned recruiter skim-reads CVs for an average of two to three seconds before deciding whether to read them in their entirety. How can you make sure your CV doesn’t end up in the bin? 

Even with the digital revolution changing the world, CVs are still the Number 1 way to showcase your skills and achievements to a new employer or recruiter.

Before a prospective employer reads a CV they may well have supporting information in the form of a referral,  LinkedIn profile or a cover letter. But however good any supporting information might be, the CV is still the deciding factor when it comes to getting you a face-to-face meeting.

Recruiters have to place even more credibility on the CV than line managers. I have read over 250,000 CVs in my recruitment career and can skim read a CV in two to three seconds to decide if I want to read it in its entirety. If you are reading 100-400 CVs a day, can you really spare the time to read a cover letter as well? The CV is still king!

My goal whenever I am coaching CV writing is:

To make it as easy as possible for the reader to find the information they are looking for.

Worst case scenario: you have two to three seconds to get someone’s attention, so you need to give them the information they need as easily and accessibly as possible. When you think about your CV from this perspective you will need to make sure you identify your audience correctly to ensure it’s hitting their criteria.

Make sure you don’t fall into these traps:

1. Not Making The Most Of Your Success

Most people avoid talking about success like the plague. But if you’re writing a list of your responsibilities, the very least you need to demonstrate is that you have completed those tasks. Ask yourself:

  • Is it obvious I am successful?
  • Did I deliver this bullet point/responsibility?
  • Could a cynic read this and interpret it as failure?

You spent a whole lot of effort and time doing these things. At least take credit for what you delivered.

2. Inducing Claustrophobia

The majority of CVs look cluttered. Not “easy for the reader to find the information they are looking for”. Make it an appealing document to look at:

  • Decrease your margin widths (1” – 1.5” margins are fine)
  • Use white space

-90% of bullet points should be two lines maximum. If most of your bullet points are longer than that, look at splitting them into two points.

-Don’t have massive blocks of bullet points together. Four to five bullet points is enough. If you have any more than that, split them into sensible headings (Responsibilities and Achievements; Categories and Savings; Projects and Delivery etc).

-Have a small space between roles.

  • Font

-Make it an easy-to-read font (Times New Roman, Arial, Calibri, Garamond)

-Don’t worry about size too much. People read CV’s on a screen so can zoom in if they need to. (10 – 12 pt is fine)

3. Contact Details Taking Up Your Prime Real Estate

Geoff Molloy BSc (Hons)

132 Partridge Way, Bishops Stortford, Essex, CM23 3XY

Tel 01279 333 444

Mob 07788 111 222

E-mail [email protected]

Most people have their contact details at the top of their CV. You have two seconds to get their attention and you want them to read your phone number? It doesn’t make sense when you think about it unless you think your phone number, address or e-mail address is the single factor that will get them to give you a call!

Move them down to the footer and reduce your address down to town and postcode.

4. Information Above Your Career History/Experience

The problem with adding information above your career history is that it’s hard to make it contextual. Context is the only difference in impact between meeting an

IT Director

or

IT Director for Google

The difference between these two people would probably be significant and, but for a tiny change, you wouldn’t know it.

Try and keep the information above your career history to a minimum. It’s useful to be able to summarise your skills/experience/achievements etc but be aware that it loses impact if it’s not contextualised by the role you were in when you delivered it.

5. Proof-Read, Spell Check

Make sure it’s perfect. Spelling, grammar or punctuation are all indications to the employer. Some people get really irritated by mistakes so make sure you don’t put them off immediately!

  • Your/you’re
  • Were/we’re/where
  • Its/it’s

Get a friend/colleague/pedant to read your CV after you have checked it, and checked it, and checked it.

6. Squeezing Your CV Onto 2 Pages

If your CV is well written, relevant, articulate, demonstrates success and is easy to get the information the reader is looking for, it doesn’t matter how long it is (within reason). “Two pages” is a myth. But, if you’re going over the page make sure you use the next page fully.

If you’re not convinced, look at it the other way. If it’s awful they won’t get to the end of the first page! Make sure your CV is giving them the information they want in an accessible way. They will read it if you are relevant.

7. References

“References available on request” or “Reference Details”. Once you have risen above “School Leaver”, everyone assumes you have references so it adds no value and takes up space. In fact, it probably impacts negatively as it raises some doubt in the reader’s mind. If they want references they will ask you.

About the Author

I set up The Chameleon Career Consultancy to coach CV Writing, Interview Technique and Linkedin Profile writing building on over a decade of corporate recruitment specialising in Procurement and Supply Chain Professionals. During that 11 year period I read in the region of 250,000 CVs (100 a day for 11 years as a conservative estimate!). I made the decision to take a sideways step out of recruitment to help the candidates get the roles they really deserve.

If you would like any advice on any of these areas or more help on your CV feel free to get in touch at [email protected] or www.thechameleon.org or our Linkedin page.

Best Of The Blog: Can We Agree To Stop Calling Them Soft Skills?

How did soft skills come to be known as this? And does calling them this underplay their importance in the modern procurement world?

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

This week, we’re revisiting an article by Hugo Britt  in which he explains why soft skills are anything but!

The English language is full of misnomers. Just ask the killer whale (actually a dolphin), or the horny toad (actually a lizard). Once a word or phrase has entered common usage, it’s near-impossible to change it, even if the population generally understands that the term is misleading.

Which brings me to “soft skills”. I work for an organisation that provides training for procurement and supply chain professionals. As such this is one of the terms that I hear bandied about many times a week.

My argument is that defining this skill-set as “soft” actually devalues an essential part of every procurement professional’s toolkit.

To quickly summarise, soft skills are those used in dealing with other people. These include skills such as communication abilities, language skills, influencing skills, emotional empathy, and leadership traits. In contrast, “hard” skills – such as tendering or IT competencies – are readily measurable and (importantly) easier to train.

How Did They Come to be Called Soft Skills?

I’d be interested to hear if anyone has been able to pinpoint the first usage of this term.

The concept has been applied to business environments since at least 1936, when Dale Carnegie’s famous self-help book ‘How to Win Friends and Influence People was published. Carnegie’s work, which has sold a phenomenal 30 million copies to date, is essentially the definitive guide to soft skills. However, it stops short of actually using these words.

Recently, there seems to have been an explosion of articles and training courses focusing on soft skills, particularly in procurement. My theory is that procurement – having moved from back-office to business-partnership status only a decade or so ago – is, in effect, late to the soft skills party, and is currently playing catch-up.

It’s possible that the term “soft skills” simply came about as an antonym to hard skills. Perhaps it reflects the “softly-softly” approach, where managers choose to influence, rather than confront, and to make suggestions, rather than issuing orders. Whatever the reason, I believe it’s a misleading term due to the other connotations of “soft”.

These Skills are Anything But Soft

To my ear, “soft” means easy, pliable, or yielding readily to pressure. Yet a procurement professional with excellent communication abilities, who is adept at reading people, will be a “harder” opponent in negotiations, than a colleague lacking these skills.

Similarly, the connotation with “ease” is deceptive when it comes to trying to train for skills like change management or leadership. And quantifying the results of that training is more difficult still. Hence we’re hearing more and more that employers are hiring people based on their attributes (cultural fit, communication skills, willingness to change), recognising that hard skills can be easily picked up later on.

This has changed the approach recruiters are taking in job interviews. There is now less emphasis on hard skills, and more behavioural questions about how you would react in certain situations.

It’s worth considering whether, in the future, soft skills will become so vital, they’ll become a requirement for procurement roles. That situation already exists in some professions. Look at Medicine, where aspiring doctors are interviewed for qualities including maturity, communication, the ability to empathise and collaborate. Hugh Laurie’s Dr House, with his acerbic bed-side manner, would in reality never have gained entry into medical school, no matter how brilliant he was.

There’s a school of thought that when it comes to soft skills, you’ve either got it, or you don’t. Soft-skills training, therefore, is ineffective because you can’t change someone’s personality. Personally, I disagree because I’ve witnessed colleagues who have worked hard to develop skills like effective listening. There’ll always be hard cases, but the days of people dismissing these skills as “fluffy” or otherwise useless are over.

Three Alternative Names for Soft Skills

As I wrote at the beginning of this article, it’s nigh-impossible to change a term once it’s in common usage. However, if professional organisations, training providers, and the like, were to phase out the words “soft skills”, and call them something more accurate instead, we might see this phrase begin to disappear.

Here are three suggestions for a more accurate description of “soft” skills.

1. Essential skills: I’ve borrowed this one from ISM CEO Tom Derry, who also isn’t a fan of the term “soft skills”. Tom used the term “essential skills” when launching ISM’s Mastery Model to describe the many interpersonal attributes required on the journey to achieving accreditation.

2. EQ: “Emotional intelligence quotient” is the technical term for soft skills. I like this term simply because it contains the word “emotional”, which pretty much sums up what soft skills entail. Calling it a “quotient”, however, raises the argument that EQ, like IQ, is something you’re born with, and can’t be improved upon.

3. People skills: The simplest, and possibly the most accurate, alternative for soft skills is “people skills”. After all, every one of these skills involves dealing with people, while hard skills can generally be put to use sitting alone at your computer.

If you have other suggestions, or already use a different terminology in your workplace, please add a comment below!

5 Core Supply Chain Capabilities Everyone Needs

What are the supply chain capabilities that everyone needs? Dave Food gets to the core of the issue…

What are some of the key capabilities for supply chain professionals?  When it comes to acing decision-making, cost effectiveness, forecasting, and productivity you can’t go wrong if you’ve nailed these five things.

1. Capacity Planning

CP is essential to determine the optimum utilisation of resources, and plays an important role in the decision-making process. It is a technique used to identify and measure the overall capacity of production. CP is utilised for capital intensive resource like plant, machinery and labour. Capacity planning also helps meet the future requirements of the organisation; it ensures that operating costs are maintained at the minimum-possible level without affecting the quality, and ensures the organisation remains competitive and can achieve its long-term growth plan.

2. Inventory Management & Optimisation

IMO is a top investment priority for manufacturers. It is driven by a set of values which are typically service level and inventory investment. IO is widely known as a way to free-up working capital or cost-effectively increase service levels. IO can:

  • identify all the stages of inventory
  • point out exactly which stock is excess inventory and where it is stored in the supply chain
  • understand which warehouse space can be freed up (and which shouldn’t be)
  • create a series of “what-if” scenarios based on the organisation’s improvement ideas and alternative configurations.

An IO solution should offer opportunities for supply chain professionals to understand the causes of inventory, accept or reject recommendations, and build trust in fact-based decision-making.

3. Demand Management

Demand Management is a planning methodology used to forecast, plan for and manage the demand for products and services. DM has a defined set of processes, capabilities and recommended behaviours for companies that produce all manner of goods and services. DM outcomes are a reflection of policies and programs to influence demand as well as competition and options available to users and consumers.

4. Master Production Scheduling

Scheduling is the process of arranging, controlling and optimising work and workloads in a production process or manufacturing process. Scheduling is used to allocate plant and machinery resources, plan human resources, plan production processes and purchase materials. It is an important tool for manufacturing and engineering, where it can have a major impact on the productivity of a process. In manufacturing, the purpose of scheduling is to minimise the production time and costs by telling a production facility when to make, with which staff, and on which equipment. Production scheduling aims to maximise the efficiency of the operation and reduce costs.

5. Materials Replenishment Planning

Most MRP systems are software-based, but it is possible to conduct MRP by hand as well. In almost all supply chains, materials need to be stored or buffered. This competency involves different steps, considering aspects of the planning environment/conditions about the product and the supplier. The importance of the companies’ goals/motives for materials supply must also be assessed.

MRP uses global demand plans to create a pull-driven replenishment process; this prevents ordering from the supplier when there is excess stock elsewhere in the supply chain.

Dave Food is a supply chain innovator, a passionate educator, a futurist, a trend-watcher, an insightful consultant and a marketing strategist. This article was originally published on LinkedIn.

Best of the Blog: Beware The Scary Old Word CPO

Is your career in the grips of a scary, old-world CPO? How do you recognise if your boss is one, and what can you do about it?

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

This week, we’re revisiting Tania Seary’s top advice on how to avoid the scary old world CPO!

Beware the Jabberwock, my son!

The jaws that bite, the claws that catch! 

– Lewis Carroll, 1871

You’ll know a scary, old-world CPO when you see one.I had almost forgotten about them until I found myself in a meeting with one last week. Somehow in recent times I have escaped the horror of hearing such old-world, closed network thinking like:

  • “I don’t want my team on social media, someone may poach them”
  • “We’re too busy working to be looking at what’s happening in the rest of the world”
  • “We know our business best”
  • “What if my team spends all day on social media?”

To the team at Procurious, these comments are like blasphemy. We’re on a mission to change the face of procurement, and give the images associated with the profession a makeover. We want to replace the old brown cardigan-clad stereotype, with fresh images of procurement as the “smartest guys in the room”.My meeting with this archetypal nemesis reminded me of all the reasons why we founded Procurious. It gave me increased motivation to continue our mission, and gave rise to an overwhelming urge to protect all the amazing rising stars in procurement from the soul-crushing dictatorship of a scary, old-world CPO.

The Old-World CPO

Let’s face it, if your personal characteristics and actions portray an image that you’re living in the past, the chances are good you are. People don’t leave companies, they leave bosses.As such, we want to reward the great bosses, those leading by example, keeping their teams energised, investing in individuals’ careers, and continuously pushing procurement to excel.What are the tell-tale signs of a scary, old-world CPO? The next time you’re going for an interview, or looking at your current boss, don’t fall for the flashy suit, big title, or even the big brand name they represent.If the person opposite you falls into one of these categories, the chances are your career development will come to a screeching halt under such a draconian regime.  

The (Digitally) Invisible Man…or Woman

Check whether this CPO has any sort of online presence. Tell-tale signs of invisibility include profiles with no photos, or inappropriate photos, scant, or no, information, and no visible mentions in a Google search.There may have been a freak internet-cleansing event, wiping out all references to this person, but the reality is that they probably haven’t spoken at any events, written anything interesting, taken the time or effort to understand social media, or understand the fact that you will be researching them online.Also, beware those CPOs who have fewer than 500 connections in their network. Some CPOs do make the case of quality vs quantity. But, if you’re working in a large company, have a large team, and work with an extensive supply base, shouldn’t 500 quality connections be expected?You (and the majority of your peers) want to work for someone who is an influencer. You want a leader with a wide range of connection they can introduce you to, and broaden your horizons. Working with someone with a limited network can be a road to nowhere for your career prospects.

Robinson Crusoe – the Loner 

This CPO really is an island.They don’t believe in networking, collaborating, or outside knowledge flow, and believe information is for their own personal advantage to build their power base. The Robinson Crusoe profile can physically manifest itself as an executive sitting in a corner by themselves, with their back to the team.This information block exists not only within their psyche, but extends to the procurement team itself. This old-world CPO has particularly old-world views, and creates a knowledge hierarchy, where they take all the great (and politically advantageous) ideas as their own.Another problem with this approach is that it encourages working in a closed network as part of the norm. These scary old world CPOs end up staying in the same profession, peer group, company, or industry, invariably associating with people they already know. This peer group continues to reinforce their outdated approach to management, and their thinking is never challenged.The new world CPO is collaborative, a “true influencer” and shares their knowledge freely and widely.My view is that a CPO’s main job is to not only drive change and innovation (and make a couple of deals on the side), but to give their team the opportunity to access tools and discuss ideas with other professionals, thought leaders and experts from around the globe.Yet I still see CPOs encouraging teams to work in isolation, unaware that there is whole universe of knowledge to help them grow and excel in their jobs.

The Devil Wears Prada – The Career Crusher

Their desk calendar reads 2016, but their attitude towards employees is stuck in the 1950s.Yes, your boss should have an overall plan for how their team is delivering against the overall business strategy. But they should also have a plan for you – both for what you need to deliver, and how you need to develop in the future.They should be committed to diversity and promoting young talent, to making sure their team reflects this commitment and is generating opportunities for the next generation of talent.The best CPOs are obsessed with finding the best people and helping them develop. They send their people out to be trained in the skills they need, expose them to new opportunities, and build peer networks that will develop leadership skills.The worst CPOs keep their category managers locked away from the rest of the world in fear that their people will be poached. A great CPO doesn’t need to worry about this. They know that they have developed a great employee value proposition that keeps their team engaged and retained.

Reverse Mentoring

Let’s not be too hard on these talented Heads of Procurement. They can’t all be cut from the same cloth.Why not get on the front foot and try and initiate some reverse mentoring. With a few polite, and well-placed pointers, I am sure you could help turn your scary, old-world CPO into a procurement rock star.Sharing your skills and knowledge could help your CPO become increasingly tech savvy and an advocate for technology, including social media, for procurement. And just in case you need some more points, you can find a 5-point checklist on being a great procurement boss right here.We look forward to seeing you both on Procurious soon!

How To Inspire Creativity With The Three Fs!

To achieve creative cultures  within our organisations and inspire creativity in individuals, we need to Fund, Foster and Fill!

Register as an online delegate for the London Big Ideas Summit 2017 here.

James Bannerman, a creative change agent and author of Non-Fiction best-seller Genius! firmly believes that everyone has the capacity to be creative and innovative. He’ll be speaking at the Big Ideas Summit 2017 in London on 23rd February but we’ve picked his brains ahead of the event to find out his top tips for inspiring creativity and his plans for the future..

What is a creative change agent?

A creative change agent is essentially a ‘lateral thinking’ specialist. It’s someone who combines creativity with psychology to help businesses innovate and perform more effectively in a rapidly-changing world.

What’s one thing you know now, that you wish you’d known at the start of your career?

When I was younger I was a laid-back song-writer and did not fully appreciate how important it is, in business and life, to ‘make your own sunshine’. Over the years, however, and especially  when I wrote my books Genius! and Business Genius! I came to realise that books don’t write themselves; they ended up taking me far longer to write than I ever imagined, and involved far more hard work than I ever envisaged. However, fortunately the hard work paid-off – because they ended-up becoming best-sellers in the UK and then being translated into multiple languages from Chinese to Japanese, and Italian to Thai – and that taught me that ideas alone are not what makes the difference; it’s turning those ideas into reality that makes the difference.

What are your three top tips for inspiring creativity in organisations?

My three top tips for inspiring creativity in organisations would be what I call The 3 Fs: Fund, Foster, Fill.

Fund (i.e. invest in) ‘Creative Thinking’ training

Upskill people by teaching them ‘how’ to be more creative. Evidence suggests, for example, that virtually all of us were incredibly creative up until the age of about 5, but then this natural creativity was ‘schooled’ out of us by the double whammy of criticism and conformity. Effective ‘Creativity Thinking’ training can help to redress this situation by inspiring people to re-become creative.

Foster an atmosphere of Psychological Safety

Einstein once said that ‘a person who never made a mistake never tried anything new.’ With this in mind, if an organisation genuinely wants to inspire creativity, it needs to provide employees with enough ‘wriggle room’ to make the occasional ‘excusable’ mistake – rather than ‘inexcusable’ mistake (which is a very different matter).

Fill the well 

I’ve long believed that in order to inspire others we need to feel inspired ourselves. Psychologists refer to this as ‘mood contagion’. So, if an organisation wants to inspire creativity, it needs to keep ‘Filling the Well’ (as the author Sheila Davis describes it) by encouraging people to branch out and watch new films, read interesting books, travel to different places etc… After all, bang in the middle of the word ‘Innovation’ we find the word ‘Nova’ – which meant ‘new’ in Roman times – so a constant inpouring of fresh stimulus is likely to inspire a culture that goes beyond ‘what is’ to explore ‘what could be’.  

You’ve composed hit pop songs, written best-selling books and work as an innovation consultant. What’s next?

I’m currently working on a wide range of projects – linked to ‘Lateral Thinking’ in business and academia. However, longer-term, I’d love to take my Business Genius and ‘Lateral Thinking’ work to whole new level, and develop Lateral Thinking TV, movies, and animations etc…

How do latest technology developments influence the way you consult with organisations and drive innovation?

To be honest, although technology developments have influenced the way I consult with organisations and drive innovation – eg. by making it far easier for me to communicate with clients around the world without always having to ‘be there’ in person – technology itself does not influence me as much as it helps other innovation consultants I know.  I tend to focus more on ‘innovativeness’ than ‘innovation.’ In other words, I focus more on the people-side of innovation – the psychology side.

It’s easy to think that our modern age is infinitely more ‘innovative’ than any other with its amazing advances in technology. Without a doubt the ‘pace’ of change does keep getting faster and faster, which academics label ‘accelerated evolution.’ However, just look at the Edwardian Age. Within ten years along came the Car, the Plane, the Radio and the TV. Each one of them radically transformed the world we live in, far more than the latest XI78 or X189, that will soon end up somewhere in a design museum like the DVD or the first Blackberry.

I work with the ESA,  European Space Agency, who are putting 3-D printers on Space Stations. In fact, there are even 3-D printers now that can make 3-D printers ! We must not lose sight, however, of how technology is driven by ‘people’, and inspired by ‘people’.  The human factors that make innovation happen can also ‘stop’ innovation from happening if they are not addressed and resolved.

Do you ever get tired of thinking up ideas?

Yes and no. I personally get a buzz from ‘divergent thinking’ – i.e. thinking outwards towards multiple possibilities – more than ‘convergent thinking’ – i.e. analysing and dissecting data.

However, when I’m working with groups on Idea Generation, I fully appreciate that ‘thinking up ideas’ can be deceptively tiring for some people. Especially those who have a strong preference for sequence and structure.

Tony Buzan,  the inventor of mind-maps, is a great inspiration of mine. I spoke with him a few years ago and  was struck by how well he manages to fuse the two. Mind-maps, for example, can energise people by stimulating ‘radiant thinking’. They also make it easier for them to think up new ideas, yet at the same its ‘systematic’ approach can also give people a flexible structure to prevent them feeling overwhelmed and swamped by imaginative solutions.

It’s important to remember that everybody has an imagination. We continually ‘think up ideas’ whether we see ourselves as creative or not. In fact, one of the biggest buzzes I get in business is helping people to realise that they are a lot more creative than they give themselves credit for…

Join the conversation and register as a digital delegate for Big Ideas 2017 in London.