Tag Archives: procurement careers

Stand By Your Women (…in Procurement)

You might not have to look far to find women who inspire, support and influence you throughout your procurement career.

vasara/Shutterstock.com

Procurious recently launched Bravo, a new group seeking to address gender disparity in the workplace, and celebrate and empower women working within procurement.

As part of the Bravo campaign, Procurious will be interviewing a number of high profile procurement leaders and seeking their advice on how we can help other women to get ahead in their procurement careers.

Kelly Sissons is a category lead for connected home and accessories wearables consumer products.

In this interview Kelly discusses the issues that affect her as a woman in procurement, explains why procurement is the perfect career for her and lists a whole host of inspirational women!

What has been your most rewarding experience and greatest accomplishment to date?

I worked as the procurement category lead to support the launch of Telstra Smart Home, a new consumer technology offering that is revolutionising the homes of Australians. This was both a rewarding and great accomplishment. I was involved in developing the procurement strategy, conducting RFIs to source new suppliers, products and services and establishing contractual and commercial arrangements. It was really exciting to see the impact of my work when the category launched in market.

It’s also extremely rewarding to achieve  positive business outcomes when working through complex negotiations. This includes conducting dispute resolution activities to improve relationships amongst stakeholders

What issues currently affect you as a woman in procurement?

Procurement is doing well to address the barriers woman face in the workplace such as sexism and discrimination. In saying that, I believe that there needs to be further initiatives to increase the number of women in middle and senior management positions. Organisations and procurement must ensure that they adopt and embrace flexible working cultures to allow women with family and caring responsibilities to choose to remain at work.

Another issue I have noticed, which is a reflection of society as a whole, is that when working with stakeholders (men and women) from other departments or organisations there are still gender biases to overcome.

Who are the most influential women in your life?

Sheryl Sandberg is a great influential world leader who placed a focus on some important issues that women face in the workplace. Her book Lean In helped me to understand that self-doubt is a common fear women face and one that I need to contest. I’ve learnt to have confidence in my abilities and to put my hand up for opportunities.

Recently I worked with a great leader, Deanna Lomas, who challenged me to dream big and to consider opportunities beyond what I know. She taught me the importance of establishing a personal brand and taking charge of your career.

My mother inspires me to be strong and empathetic and my friends help me to be brave, to laugh and to stay focused.

Aside from these women, I regularly encounter incredible women that inspire me in many different ways.

Why is procurement the perfect career for you? 

Procurement is a profession that offers a lot of variety. I am continuously being challenged and always learning, which I love.

I have enjoyed countless opportunities including working with world leading organisations and with people at all levels across the business, gaining exposure to new technologies and working on a diverse range of projects.

Early in my career I have accountability, the ability to influence business decisions and am making recognisable impacts.

In procurement I am able to work on initiatives that address human rights issues that I am passionate about. This includes increasing the use of indigenous companies in corporate procurement and ensuring that corporations are only engaging with suppliers that follow ethical practices in their supply chains.

If you could offer your younger self two pieces of advice, what would they be? 

  • Surround yourself with the right people

Always surround yourself with people that enrich your life, inspire you to be a better person, challenge you, empower you to grow and who will help you find success. When considering whether or not to take a job, ensure that your manager and the team culture embody these characteristics. When a job no longer provides these things, consider moving onto something new. Seek out mentors and a support network of people that want to unlock your potential and to help you find your success. Once you find these people ensure that you put in the effort to sustain relationships.

  • Seek out challenging opportunities wherever possible and don’t be afraid of failing

Never let yourself become too comfortable and always seek opportunities to challenge yourself. Stepping outside of you comfort zone means you’re entering a new learning opportunity and will experience growth. Don’t say no to opportunities or hold back because you’re scared to fail. Accept that failure is a part of life. If you plan and put in your best effort regardless of the outcome you will feel better for trying.

At Procurious, we want to make it easier for women to get into, stay in, and thrive in the procurement profession. This is why we are launching Bravo – a Procurious Group celebrating and promoting women in Procurement. Join the conversation here.

Three Economic Indices You Can’t Ignore In Procurement

Procurement professionals need the ability to understand – and react to – changes in inflation, employment and optimism.

Andrey_Kuzmin/Shutterstock.com

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

The interesting thing about procurement’s typical line of sight is that it very closely aligns with the terms of the sourcing projects we run and the contracts – and therefore supplier relationships – we manage. This might be 6 months, 12 months, 3 years, or 5 years long, but regardless of the exact length of time, you can be assured it is far longer than the changes being seen in global and local economies.

Since the summer of 2016, I have been the Business Survey Chair for the ISM-New York Report on Business. It has been an amazing learning opportunity, and I am fortunate to be working with a career economist to learn to decipher and draw meaning from the data. There are two pieces to the report: 1. the indices (some seasonally adjusted and some not) which provide a monthly trend up or down as the economy contracts or expands, and 2. the narrative, which highlights some of the key figures and milestones and adds some context to the numbers.

You don’t have to be a professor to see the connections between procurement and economics, but it is easy for us to become overly focused on information that is internally available or provided by suppliers. Based on what I’ve learned, the following categories of information tie directly to procurement’s efforts and objectives. And although they may not often come up in internal conversations, they need to be present in procurement’s thinking and strategy development.

Inflation

Investopedia defines inflation as “the rate at which the general level of prices for goods and services is rising and, consequently, the purchasing power of currency is falling.” Most of what procurement buys tends to be based on pre-negotiated contracts, so we’re unlikely to see annual changes in prices based on inflation. What we might see, however, is a difference in the prices we are able to negotiate every three years. This will be especially true of anything we buy internationally or that has significant foreign-sourced materials in it because the relative purchasing power of the U.S. Dollar in global markets will be affected by inflation. But it’s not just an international issue – for any procurement team that reports into finance, keeping an eye on inflation will give you a benchmark for the minimum project-level ROI, as the alternative might be to just hold onto the cash if the project is expected to return less than 3% (the average rate of inflation) per year.

Employment

Higher levels of employment are usually considered a good indicator or economic growth and stability. From a procurement perspective, however, employment also tells us what to expect about trends in services-category spend. With an increasing portion of organizational demand being met ‘as-a-Service’, employment rates (and therefore costs) are critical to our cost to operate. For some industries, services are so important that even the factors driving alternate economic measures like ‘Prices Paid’ are services too – the New York Metro area is a perfect example of this, as are many other major cities. It’s why you must know the product/service mix in your spend before trying to figure out what approach to take. The other consideration relative to employment is talent availability. Higher employment means lower UNemployment (see how I did that?) and therefore less candidates available to compete for open positions. Luckily for procurement, we have a wide array of talent options at our disposal through contingent workforce programs. Striking an optimal mix of employment models presents an opportunity to maximize both costs and capabilities.

Optimism

The final economic index I’ve learned to appreciate is optimism – in the ISM-New York Report on Business we call this the Six-Month Outlook. In other words, as of today, how much better or worse do you expect things to be going six months from now. It would be unrealistic to expect the outlook to be more specific than a trend up or down, but even this insight provides important information for others watching the economy. The fact that this question is even asked is an indication of how special procurement’s perspective on the economy and business activity is. This perspective is due in part to our understanding of the organization’s anticipated demand levels and the prices we are paying, but also the conversations we have with suppliers about the conditions they are doing business in. Competition drives prices down, differentiation drives margins up, increases in demand drive prices up, and large increases in price may push buyers and suppliers to innovate together to come up with alternatives, and procurement has a front row seat for it all.

Many people in the business world watch the monthly reports on business, whether the ISM national reports or regional reports, like ISM-New York. If they value procurement’s perspective on the economy enough to wait for the numbers to be released each month and report on the findings, then we should have a greater appreciate for our own insight and do everything we can to deepen it.

 2017 could be a pivotal year for the procurement profession. The Big Ideas Summit in London will help lay the ground work for all of  the changes ahead. Our London event takes place on 23rd February and you can now register as a digital delegate now! 

Procurement Leaders: Don’t Be A Creativity Killer

Everyone is born with a lot of creative potential. So what’s been holding us back all this time from releasing our inner creative genius?

Roberts Photography/Shutterstock.com

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

Last week, we introduced James Bannerman as one of our Big Ideas speakers.  A creative change agent and author of Non-Fiction best-seller Genius: Deceptively Simple Ways to Become Instantly Smarter, James  firmly believes that everyone has the capacity to be creative and innovative.

To start unlocking creative genius within our procurement teams it’s important to first understand the reasons that creativity is often so lacking. What happens between childhood and adulthood that means the average person is so deterred from expressing their creative genius in the workplace? James has a good idea about what’s holding us all back and it often comes down to three things…

Labels

It’s all too easy to get categorized by managers, colleagues and even our own self-doubt. Perhaps someone has identified you as having a particular type of creative talent but written you off in other aspects. Maybe you’ve been discounted as a creative genius altogether! Everyone has different strengths, weaknesses and areas to which they are more suited but in pigeon holing people, we are also limiting them. James believes that by labeling ourselves we are stifling our imaginations and he points out that often the best ideas come when we least expect them and from the people we least expect them from!

Organisational Structures

We’ve all had that one boss who greets every new idea with a perplexed look, a raised eyebrow or complete disinterest. Sometimes, it’s the age-old story of senior management wanting to keep things simple, avoid too much risk and a reluctance to alter the status quo.

Even within organisations who are sincere about wanting to innovate, it’s easy to discourage employees without even realising it, leaving a team of budding intrapreneurs fearful of getting it wrong or what their colleagues might say and too embarrassed to express their best and wackiest ideas. Organisations must create an environment of psychological safety that allows employees to feel comfortable to be creative even in the highly regulated environment of a workplace.

Time

Bannerman is keen to affirm that miraculous and fully-formed ideas won’t simply land at your feet. Instead, he recommends a technique called deliberate creativity:

“ If people had all the time in the world they could patiently wait for genius ideas to fall from the sky. In the real world of business, however, most people are time-poor and don’t have that luxury. That is why Edward de Bono – the author of Lateral Thinking – championed ‘deliberate creativity’.

De Bono showed us how we can use provocative mindtools to jolt the patterns of the mind, as and when required. Look at the highly-innovative organisation Pixar, for example, who appear to make great use of the Oppositions tool. If the rules of superheroes are that they have to be ‘young, fit and athletic’, for example, what do they do? They create ‘The Incredibles’.

Or if the rules are that ‘children are afraid of monsters’, what do they do ? They create ‘Monsters Inc’ where it is the monsters who are afraid of the children. Or if the last thing a chef wants in their kitchen is a rat, what do they do ? They make the rat the chef and create ‘Ratatouille’.

So if you’re looking for innovative solutions for your Procurement team or your organisational Supply Chain Management, ask yourself what might happen if you creatively questioned the habitual ‘rules’ ? The rules of cereal, for example, used to be that they were always eaten in a bowl with milk and a spoon. Questioning these rules, however, helped to inspire the invention of the ‘cereal bar’. Similarly, as Kelley of IDEO points out, for years high-jumpers used to jump forwards, but then – at the 1968 Mexico Olympics – Fosbury wondered what might happen if he deliberately jolted this pattern and jumped backwards, and now the ‘Fosbury Flop’ has become adopted around the globe.”

Join the conversation and register as a digital delegate for Big Ideas 2017 now!

Resistance Is Futile, Disruption Is Coming!

Massive changes are coming to procurement pros, whether they like it or not! Is it high time we started embracing, instead of resisting, them?

Mark Stevenson is one man who understands the key trends heading our way. An expert on global trends and innovation, he will be setting the scene with our opening keynote at the Big Ideas Summit 2017 in London.  We caught up with Mark ahead of the event to get to know him a little better!

Tell us a bit about yourself?

I’m an entrepreneur, an author, an occasional comedy writer, a musician, and, as some people like to define me, a futurologist, but I’m not at all keen on that particular term.

What don’t you like about the term Futurologist?

I think it’s a fairly dodgy profession overall if I’m honest. There are no qualifications required and it’s often associated with prediction and, of course, you can’t really predict the future, you can only make it. Also people who identify themselves as future-experts are as apt to be shaped by the culture in which they are embedded or dogged by their own prejudices and wish-lists as the rest of us, and tend to predict accordingly. For instance many futurologists are overly tech focused. My work is more about the questions the future asks us about the interplay of technology, economics, society and politics. My job is to help people and organisations to ask the right questions about the future and then convince them to answer those questions in a way that makes the world more sustainable, humane, compassionate and just.

 What are the key challenges procurement and supply chains face in the next decade?

Supply chain issues are hugely important at the moment and supply chain professionals are having a lot of questions asked of them.

The first challenge to overcome is achieving greater supply chain transparency. Plenty of procurement professionals, particularly in larger organisations, have no clue where they are actually buying from. When the Rana Plaza building in Bangladesh collapsed in 2013 killing over 1,000 factory workers, many high-street brands were called out and, it materialised, ignorant of their involvement. Tragedies like this have forced high street companies to better audit their supply chains but there’s still a long way to go.

Secondly, organisations need to make their supply chains more sustainable by adopting science-based targets – addressing agricultural sustainability and reducing carbon emissions to give a couple of examples.

You’ve often advocated science-based targets in the past. Could you explain the concept in more detail? How could procurement apply these targets?

Science-based targets are a really simple idea and a very good way to think about sustainability. When it comes to dealing with environmental sustainability companies tend to say ‘this is what we can do, this is what we’re aiming for’ but, in reality, it doesn’t mean a whole lot when a multinational organisation vows to reduce its carbon emissions by 10% by the year 2034! That’s a recipe for planetary disaster.

Instead, organisations must figure out what they have to do based on scientific facts. The Science Based Targets campaign (a partnership between

Carbon Disclosuse Project, UN Global Compact, World Resources Institute and WWF) helps companies determine how much they must cut emissions to prevent the worst impacts of climate change. Coca- Cola, Walmart and HP signed up to this and if they can do it, anyone can.

And, by saving the world you’re also saving your business. Companies who take this stuff seriously will out-perform because they’ll become more efficient and they’ll attract the most forward-thinking, young talent who want to work for companies of which they are unashamed.

In your experience, how open are organisations to new technology trends?

Not very! Organisations tend to be comfortable operating as they always have done.

Upton Sinclair put it well: ‘It is difficult to get a man to understand something when his salary depends on his not understanding it.’ Take Blockchain, it could take away the untrustworthy parts of banking: bankers, who will naturally resist this particular technology!

Another example is driverless tech- it doesn’t take an expert to predict that the 3.5 million US truck drivers would be wary of such an advancement – and rightly so. So we have to find a transition plan for them – which culture resists. But it’s a business responsibility to prepare for the changes and approaching transitions, you have a duty of care to your employees and not being future-literate is a dereliction of that duty. Remember, Blockbuster, the DVD rental company went bust the same week that Netflix released House of Cards.

If you had one key message for our delegates at Big Ideas, what would it be?

Wherever you work and wherever you end up in the next 15-20 years, remember that it’s going to be a very turbulent time. Massive disruption lies ahead and the bad news is that our current institutions and businesses are unfit for purpose. Ask yourself: what’s my best effort for myself, my family and for society (and remember they’re all related). If you don’t, you can prepare to be very irrelevant and very unhappy!

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

Grab A Cheeky Donut! 5 Procurement Resolutions You Can Actually Keep

It’s that time of year again. January has come and gone and you’ve realised that, despite the best of intentions, you’re not actually going to deliver on your personal New Year’s resolutions.

Rather than despairing about all those unrealistic “get fit” goals, how about refocusing your energies on some professional resolutions that will truly benefit your procurement career? The beauty of these targets is that they can actually be met, and won’t be broken in a cheeky late-night fridge raid.

The year has barely begun but we’ve already heard some profound advice from procurement leaders around the world, but here’s the skinny – the real McCoy – the five goals you REALLY need to focus on to reach the top.

So, grab a donut (breaking a healthy-eating resolution while doing so), adjust your focus and rebuild your resolutions to become a world-beater in 2017.

  1. Get tech-savvy

Late last year, I predicted that IT procurement professionals will become the next generation of CPOs (Chief Procurement Officers).

So, if you want to stay in the race, you’ll need to get tech-savvy very quickly. This means making the time to upskill yourself so you will have the confidence to make decisions such as:

Decision Skill-set
Whether to store your company’s precious customer data in the cloud or in data centers. Learn about big data analytics and understand the benefits of the cloud versus data centers.
How to protect your company’s IP and customers’ privacy from hackers. Keep up-to-date with the rapidly changing (and fascinating) world of cyber-security.
How to comply with privacy legislation. Build a relationship with your organisation’s lawyers to learn about data protection laws.
Which technology vendors you should (or shouldn’t) tie your company’s future to. Familiarise yourself with the technology landscape and the big players.

2. Become a Play Maker

Last year on Procurious we talked a lot about procurement’s game changers.

When visualising what type of procurement professional you want to be, you could do worse than become what The GC Index calls “The Play Maker”. It reads a little like a horoscope, but to quote – “Perfectly placed right in the intersection of all GC Index’s four profiles, this individual is interested in people and relationships. They’re best equipped to take on the all-important task of stakeholder engagement, but also managing upwards (C-level) and outwards (supply markets). Play Makers at their best will lead through building productive relationships and helping others to do the same”.

To me, the Play Maker sounds like the perfect procurement professional. A relationship expert who is equally at ease managing the C-suite and suppliers will go a long way very fast.

BME’s landmark Procurement 4.0 study also highlighted how procurement will need to network both vertically and horizontally, inside and outside the organization, to thrive in Industry 4.0.

  1. Put on a show

CPOs today are paid to drive global change and (in case you didn’t know), storytelling lies at the heart of every successful change programme.

I recommend that CPOs and other change-drivers adopt the “the Disney formula”, which involves a core idea (the story) being cleverly communicated through a number of different channels. This technique can be easily adapted into a formula that’s relevant for procurement pros: “the book, the movie, the merchandise, the ride – and the tweet”!

If you can’t see how Disney’s storytelling formula could be adapted to your change-management programme, there’s no need to reinvent the wheel. Save yourself some time and energy by finding your own inspirational company who demonstrate best-practice, steal their formula, and get to work!

  1. Network your face off

The “n-word” makes most people cringe and break into a cold sweat – but overcoming your fears and mastering the art of networking is well-worth the effort.

Inspired by Kathryn Minshew’s piece for the Harvard Business Blog titled “Network Your Face Off”, Kate Lee of Fronetics wrote a clever blog article for Procurious where she gave seven reasons why you should focus on developing your network in 2017.

Here are the facts – professionals with larger networks earn larger salaries, they’re offered more professional opportunities, they stay in their jobs longer, they are more “in the know”, and (last but not least), they’re happier!

  1. Cyber-study

If one of your resolutions is to build a habit of continuous learning, you’ll need to throw out your old perceptions of professional development and adapt to the brave new (online) world. You can now access the latest thinking and procurement insights on your laptop, smartphone or other device, 24 hours a day, 7 days a week, 365 days a year. This means there is absolutely no excuse for you not to be plugging those career competency gaps!

Procurious’ learning section is organised into bite-sized microlearning videos ranging from 2–12 minutes, giving you the ability to learn from the best in the business in the time it takes to fetch a coffee.

Never forget that simply asking questions is often the best way to get the answers you need. With 19,000 members (and counting) on Procurious, the possibilities to engage in insightful and relevant discussions are limitless.

Finished your cheeky donut? While you’re picking at the crumbs, let’s make a commitment – to our professional selves, to our procurement teams and to our companies – to supercharge our procurement efforts this year with relevant and achievable career goals. Here’s to an exciting and transformative 2017 for everyone!

Learning the Fine Art of Creativity

We live in an ideas economy where creativity is the new currency. So is it possible for those with less artistic flair to learn how to get their creative juices flowing? 

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

Everyone’s A Little Bit Creative 

Many of us enjoyed a childhood spent imagining, innovating and creating whether we were painting pictures, constructing dens from cardboard boxes or inventing fantastical make-believe games.

Indeed, the vast majority of research into child psychology suggests that we are all born naturally creative but we subsequently endure an education system or working environment in which our imaginations are more or less stamped out of us.

James Bannerman, a creative change agent and author of Non-Fiction best-seller Genius: Deceptively Simple Ways to Become Instantly Smarter, firmly believes that everyone has the capacity to be creative and innovative. Of course, some adults demonstrate greater potential than others but by employing certain techniques and embracing our inner creativity, we can all achieve additional moments of pure genius.

In a world where innovation is the new currency, procurement teams that fail to execute their ideas with originality will fall behind and die. James will be on hand at the Big Ideas Summit 2017 in London to give our CPOs and online delegates tips to release the creative genius in their teams.

Innovate Or Die

The maxim that organisations must innovate or die has never been more true thanks to rapid technology developments and fierce competition. In procurement, CPOs need to foster their intrapreneurs and work to achieve what Bannerman calls a ‘return on inspiration’:

“ It is easy to become fixated by Return On Investment in business, and often with good reason. The problem with traditional ROI, however, is that it is built upon ‘known returns’.

Creative Thinking, however, is more closely connected with ‘surprise returns’. You don’t always know what you’re going to get at the end of it – because creativity involves ‘the defeat of habit by originality’ (as Arthur Koestler once said in his 1964 classic The Art of Creation.

Yet, to those with an open mind, it can still be worth exploring the world of “return on inspiration”, as the ad agency Golley Slater referred  to it,  to see what comes out the other side”

At the Big Ideas Summit 2017, Bannerman will be putting 50 CPOs through their paces as he introduces them to lateral thinking exercises.

“ During our interactive session we will look at the C.A.N.D.O. model – which I write about in Genius!  This pinpoints the 5 main ways to come up with new ideas, whatever the challenge and whatever the problem: New Connections, New Alterations, New Navigations, New Directions and New Oppositions.

Before we explain what they are, and how they can be used in the real world of work, however, we’ll start off with a few Lateral Thinking exercises.

Take the question ‘What do you lose everytime you stand up ?’ for example. Many people struggle with this question, because they approach it far too rigidly and logically.”Maybe you lose your balance?” or “Maybe you lose the comfort of your chair” etc… If you apply a little Lateral Thinking and spin the question around, however, it can start to become much easier. ‘What do you gain everytime you sit down’ ? You gain a lap!

Join the conversation and register as a digital delegate for Big Ideas 2017 now!

Fortune Favours the Bravest Procurement Professionals

Don’t let a lack of confidence hold your career back- Sometimes it pays to throw yourself into the riskiest of situations.

Sunny studio/Shutterstock.com

Procurious recently launched Bravo, a new group seeking to address gender disparity in the workplace, and celebrate and empower women working within procurement.

As part of the Bravo campaign, Procurious will be interviewing a number of high profile leaders and seeking their advice on how we can help other women to get ahead in their procurement careers.

Deanna Lomas is the Chief Supply Chain Officer at Super Retail Group, one of Australasia’s largest retailers. Headquartered in Brisbane, Super Retail Group has over 630 retail stores and almost 12,000 team members across Australia, New Zealand and China. SRG provide solutions and engaging experiences that inspire their customers to live their leisure passions. SRG is the owner of iconic Australian brands including Amart Sports, BCF Boating Camping Fishing, Supercheap Auto, Rays and Rebel.

In this interview Deanna discusses her greatest achievements, gives her tips for reducing gender disparity in organisations and explains why confidence is so crucial.

How can procurement motivate more women to join the profession (and stay with it!) ? 

As procurement leaders, we have a role in advocating for the profession and showcasing possible career paths. Procurement and supply chain professionals do not always get a strong voice in the external environment so it’s important we proactively engage and participate in the conversation. Procurious is a great example of this!

We also have an obligation as leaders to support women entering into procurement, specifically to coach and encourage them. This takes a personal commitment of time and effort but we just simply need to do it.

What have been the most successful approaches organisations you know have taken to decrease gender disparity?

Organisations have to be brave and articulate some target aspirations. This focuses leaders on a goal that, with reporting and measurement of progress, has the best chance of success.

The biggest challenge is to ensure that, once you get momentum on increasing the representation of women, you also work to create a culture that welcomes them. This might mean improving and developing the inclusion behaviours in your team members.

Pay equity checks by organisations are a powerful way of reducing gender disparity.  I have worked for organisations that have made commitments to pay equity across the board and this reassures me that I am an equitable and valued team member.

What has been your most rewarding experience and greatest accomplishment to date? 

My greatest accomplishment was paying my own way through University to complete three Bachelor degrees and a Masters qualification. However, my most rewarding career experience was a being a leader of a large team that I had the opportunity to reshape and create, the best team I have led so far!  A big part of my approach was focusing on a ‘service of others’ model in the leadership brand for the team. This enabled us to attract and retain fabulous people that gave their best to the business.

What do you see as being the emerging trends for procurement?

Technology enablement continues to be both a challenge and an emerging opportunity.  Too few organisations have been able to create processes and systems that make procurement efficient, collaborative and real-time.  It’s easy to default to complex process, controls and governance that can restrict the ability of the business to be agile.

The other emerging trend I see is the move towards the creation of genuine collaborative eco-systems between multiple external partners and the organisation. The greatest opportunities will come from cross industry collaboration with the beneficiary – the organisation – who is at the heart of the value realisation. I see this as a reduction in traditional “two-party” partnerships and an increase in “multi-party” commercial partnerships.  This might be seen as an increased complexity level for the profession to manage, but I think it would, in fact, drive simplicity and a true focus on relationship management.

If you could offer your younger self two pieces of advice, what would they be?

Have the confidence to give things a go and find ways to help reduce the fear of failure. My confidence has grown as I have gained experience. However, early ison in my career I know this was something I struggled with which can hold you back at times. Be courageous and step into “risky” situations or opportunities as it can be highly valuable.

At Procurious, we want to make it easier for women to get into, stay in, and thrive in the procurement profession. This is why we are launching Bravo – a Procurious Group celebrating and promoting women in Procurement. Join the conversation here.

The Road To Procurement Success Is Paved With Cups of Coffee

Never underestimate the power of networking, or meeting new people over a cup of coffee. You never know how it’s going to positively impact your career.

Africa Studio/Shutterstock.com

Procurious recently launched Bravo, a new group seeking to address gender disparity in the workplace, and celebrate and empower women working within procurement.

As part of the Bravo campaign, Procurious will be interviewing a number of high profile leaders and seeking their advice on how we can help other women to get ahead in their procurement careers.

Tina Fegent has over 25 years experience working within Marketing Procurement. She founded Tina Fegent Consulting in 2006 to offer a Marketing Procurement Consultancy service to clients including Adidas, Vodafone and KPMG.

In 2014, she was awarded a Women in Marketing Award for the Best Female Marketer and has recently been awarded a CIPS Fellowship for her “significant and ongoing contribution to the community”.

In this interview, Tina discusses what makes a great leader, how she has achieved success and offers her advice to procurement rising stars.

What have been the most successful approaches organisations you know have taken to decrease gender disparity?

With the exception of my first post-university job, I have had good experiences with gender-balance in the workplace.

All of the organisations I have worked for had a balance of spend in both direct and indirect procurement. The CPOs recruited the right people for the right jobs, which resulted in an equal numbers of male and female employees.

In my opinion, it’s important to always be conscious of maintaining that balance. Organisations (and individual employees) that consistently encourage and support workplace diversity will be the most successful.

Why is it important to you to advocate women in procurement?

I think Procurement has traditionally been regarded as a male-dominated environment. The function developed in the manufacturing or direct lines of spend which were industries typically associated with men.

Over the years, the function has evolved and expanded to also include service buying and marketing procurement.

These developments have changed procurement’s image and people’s perceptions of the function. As such, more people in general, including more women, have been drawn to procurement.

When you attend a procurement conference, the gender disparity still seems very apparent. We need to encourage more women into the senior roles by supporting and nurturing our rising stars. We can make a start within our organisations by being proud of what they do, what they have achieved and then shouting it from the rooftops!

What 3 attributes make a great leader?

  • Being a people-person
  • The acceptance that being a great leader often means accepting that those you lead are more skilled than you
  • Making the time to lead and support your team

What are three pivotal things that have brought you to where you are today?

  • Experience and carefully planning which roles to take at certain times. It’s always key to consider what a new role can do for you and your future career.
  • Emotional Intelligence – Being tuned into the environment in which you work
  • Knowledge and Investment in learning – Never stop reading, attending events and conference, using social media and, most importantly, networking!

What tips/advice would you give to Procurement rising stars?

Always be yourself but, at the same time, be tuned into what is and isn’t working for you. If you can, and if you want to, change the elements that aren’t working.

I would advise rising stars to ignore references to glass ceilings and smashing through them. You should follow your own path and deal with any rocks that come your way, in the way you want to and that suits you.

Finally, keep networking and connecting with the right people.  I always say you can never have too many cups of coffee!

At Procurious, we want to make it easier for women to get into, stay in, and thrive in the procurement profession. This is why we are launching Bravo – a Procurious Group celebrating and promoting women in Procurement. Join the conversation here.

Nobody Said Procurement Was Easy

Are you ever tempted to give up on your career aspirations at the first hurdle? Tania Seary explains why you’ll thank yourself in the long run for sticking it out!

We recently launched Bravo – a Procurious Group addressing gender disparity in the workplace through the celebration of women.

As part of Bravo, Procurious will be asking a number of high profile procurement leaders their advice to other women in Procurement, and how we can help them to get ahead in their careers.

We’re kicking things off with our founder Tania Seary. Tania is the Founding Chairman of three companies specialising in the development of the procurement profession – Procurious, The Faculty and The Source. In this interview, Tania shares her thoughts on what makes a great leader, how we can motivate more people to join the procurement profession and her advice to the next generation of rising stars.

How can procurement motivate more women to join the profession (and stay with it!)?

A career in Procurement offers fantastic and diverse opportunities, which are not always readily, or well, conveyed to budding young professionals.

In my opinion, the function could be doing a lot more to engage with universities, both to encourage the development of the curriculum and to educate undergrads about what constitutes a career in procurement. Several global companies have integrated procurement rotations into their graduate schemes and I would love to see more organisations following suit. Not only has this proven successful in terms of recruiting the hottest new talent but it also gives the business as a whole the chance to see what valuable and interesting work procurement is doing.

Finally, as always, I would encourage and urge procurement professionals to share, share, share! Become an advocate for procurement by sharing your stories, experiences and insights to encourage the best talent, both male and female, to join our profession.

What tips/advice would you give to Procurement rising stars?

Stick it out!

One of life’s greatest achievements is making it across the finish line to collect the medal, or at least the participation award!  In today’s fast-paced world, it’s easy to give up at the first hurdle and pull out of the race. By abandoning your plans you’re doing yourself a huge disservice. Those who are ambitious, push through in tougher times, keep working hard and are able to bounce back onto the career track after a knock back are the ones who go on to the greatest successes.

Of course, this can be easier said than done, especially when it comes to juggling family and working life. Women are under so much more pressure to balance the two and it’s this that I believe explains the gender disparity at the top of organisations.

What has been your most rewarding experience and greatest accomplishment to date?

Being a full time working woman and a mother presents a whole host of logistical and emotional challenges. It’s even harder without a strong support network. I’ve been so fortunate to have had some inspiring female mentors and colleagues who supported me through the early stages of my career and when I was setting up my own businesses

It’s extremely rewarding to now be in the position to pass on some of the things I’ve learnt. I’m always keen to mentor, inspire and, of course, employ fantastic women in procurement!

My three companies (The Source, The Faculty and Procurious) have helped to connect thousands of procurement pros. It’s exciting to see how Procurious has helped to shape the careers of procurement professionals globally and in so many different ways.

What 3 attributes make a great leader?

1) Accountability – The best leaders will take full responsibility for their mistakes as well as their successes. They can look in the mirror, own their decisions, embrace the outcomes and be proud of what they see.

2) Vision – This is what separates leaders from managers. A manager simply does the job they are tasked with. A true leader has vision and, as such, a passion (that they can hopefully make contagious) for what they are trying to achieve.

3) Empathy – Understanding the motivators, drivers and feelings of those around you is so important when it comes to unlocking the power of the people in your organisation. Solid, working relationships make the world, and business go around.

Why is procurement the perfect career for you?

As someone who get bored easily, the variety of possibilities within procurement was initially a big drawcard. I love to continuously learn, problem solve and bring people together.  Procurement has allowed me to do all three of these things on a global scale.  

What are three pivotal things that have brought you to where you are today?

Working hard, never giving up and continually learning.  There’s always a lot of discussion surrounding the first two points but I’d really like to stress just how important it is to keep learning, no matter what stage you have reached in your career.  We’ve made eLearning a huge part of Procurious and in the work we do in my other companies so it is easy for procurement pros to learn quickly, any time and on the go!

Take every opportunity you can to learn from your colleagues, managers and even your employees. Make sure you work for “learning” organisations that are likely to support your ongoing career development.

At Procurious, we want to make it easier for women to get into, stay in, and thrive in the procurement profession. This is why we are launching Bravo – a Procurious Group celebrating and promoting women in Procurement. Join the conversation here.

What Does Your Ideal Company Look Like?

Many graduates embarking on the world of work think their ideal company is a large, corporate company, with great offices. But is this the best route to fast track success?

small or large company

Many of us have experienced working for large organisations and been given the opportunity to change positions multiple times within that same business. Larger organisations tend to have sites in different locations, allowing individuals to be more flexible with living and travel choices.

Within Procurement, corporate organisations exhibit strong brand awareness and recognition resulting in strong negotiation with suppliers leveraging economies of scale. Larger organisations bring greater resources enabling better technology infrastructure and subsequent commercial advantage.

Large Company Pressures

Having previously worked for a large international company for a decade, one of the challenges I experienced was establishing social cohesion and culture. It can be harder to get to know your colleagues and co-workers due to the large volume of employees.

For people who appreciate a familiar environment, this can be a disadvantage. High performers and confident individuals get noticed, gaining new opportunities and promotions seemingly more easily. However, this can put pressure on individuals to perform and stand out, creating a stressful working environment.

Change within a large organisation can sometimes be difficult to implement and occurs at a much slower pace. The numerous levels of communication and various approval structures agreeing the transformation mean larger organisations are not perceived to be as agile and responsive as some smaller entities.

These are just some of the challenges leading employees to consider working in a smaller business.

Transitioning from Large to SME

The transition from employment with a larger to smaller business can prove to be a considerable learning curve. Frequently, the cultural behaviours and habits deemed necessary and acceptable in larger organisations do not translate to an SME.

Behaviours such as empire building (often considered a sign of success in a large corporation) can also be detrimental in a smaller business. Instead, it is essential to create a culture of mutual interest and success instead of territorial defence.

In my experience the benefits of working within an SME significantly outweigh any habitual adjustments. You instantly realise that it is more personable, with the ability to build relationships across all levels with direct access to your colleagues.

There is more opportunity to broaden your skill set with exposure to broader roles, which in turn keeps it interesting. Additionally, you can make a real impact daily, and be recognised for it. Everything happens with more agility and ability to respond, implementing change and new ideas with momentum.

When transitioning from a large organisation to a smaller workforce it can be uncomfortable, adjusting to the culture and a more personal working experience. Great opportunities come with this transition: more chances to exhibit your abilities; increased responsibilities and exposure, meaning your hard work gets noticed.

Finally, flexibility with home working and desk-bound hours is something I have personally found immensely refreshing. Trusting individuals to manage their own workload and day creates incredible loyalty and motivated employees.

Emma Lambert is a Resourcing Manager at Procurement Heads, a UK-based procurement recruiter. Procurement Heads is all about getting to know great Procurement people and bringing them together to make outstanding Procurement teams.