How can organisations preserve integrity of their supply chains, protect their workforce and prepare to ramp up operations in the post-COVID world? Here are four quick steps.
At some point soon, the worst of the COVID impact will have passed. And so, organisations need to work now to preserve the integrity of their supply chains, protect their workforce, and prepare to ramp up operations in the post-COVID world.
With lockdown restrictions easing across the globe, returning to a regular work schedule is imminent. Some of the basic near-term measures include:
Scanning body temperature at work site entrances
Reorganising the workplace to minimize common touchpoints.
Implementing effective disinfectant processes
Training employees on workplace hygiene practices
Developing contingency to respond to suspected infections
These can be achieved through a four-step process:
1. Plan a Phased Reintroduction to Worksites
A large number of workers returning to a shared worksite pose a significant risk of the virus spreading in the workplace. The higher the number of workers the higher the risk of contagion. Remember that managing the number of workers entering a worksite will be critical in ensuring overall workplace health in a post-COVID world.
2. Revisit the Workplace Setup
Granting worksite access to employees doesn’t essentially mean removing all the restrictions imposed during the COVID-19 outbreak. You will still need to closely follow all the government regulations pertaining to employee gatherings, social distancing and workplace hygiene best practices. And, it’s likely that the pre-COVID working environment will be unsuitable for these new restrictions to be implemented.
3. Transport Inventory and Operations to Non-Affected Areas
Many regions at the heart of several global supply chains have been severely affected by the COVID-19 pandemic. Sudden supply shortages from these regions or over-dependence on a single supplier for inventory in these regions may lead to operational delays.
Shifting inventory and production lines elsewhere or opting for local sourcing alternatives can help lower your risk exposure. Additionally, you can also start sourcing pre-approved inventory or raw-material substitutions from regions where a primary supplier has been impacted but a Tier 2 supplier is still operational.
4. Mobilise Support Structures for the Extended Enterprise
Proper technology can help you quantify the pandemic’s relative impact on contractors’ supply chains. Leverage advanced cloud-based workforce management platforms to collaborate with workers working on remote locations. Keep communication as consistent and frequent as possible to remediate pitfalls.
The Long-Term Landscape: How to Evolve Your Business
Short-term measures will provide businesses and supply chains with the much-needed foundation for proactive resilience. However, enterprises are steadily coming to terms with the fact that the COVID-19 pandemic has clearly and irreversibly transformed the future of supply chains. In order to ensure long-term pandemic-proofing of global supply chains, organisations need to take several measures.
If you’re an ambitious procurement or supply chain professional, there’s plenty to learn from Dawn Tiura about the power of networking, and upskilling yourself in the important areas of third party risk.
“You’ve got to meet Dawn,” said Gabe Perez from Coupa.
“You’ve got to meet Dawn,” said Chris Sawchuk from Hackett Group.
“You’ve got to meet Dawn,” said Alpar Kambar from Denali.
So, I said to myself – “I’ve really got to meet Dawn!”
There’s literally only a handful of women in the world who own and operate their own businesses serving the profession.
So… it was great to finalIy meet the much-admired Dawn a few years ago at the LevaData conference in San Francisco. Finally – I had found someone out there just like me – someone who also believed in the power of bringing our profession together.
Dawn and I are still really getting to know each other. We next met up at the SAP Ariba conference in Austin. Then she did a fantastic job keynoting at our Big Ideas Summit in Chicago last year (on third party risk…which is her specialty and very timely for what we were about to experience this year!).
So, I wanted to make sure the Procurious community knows all about Dawn and her amazing company….so I asked for this interview..
When you started SIG, what was your vision? Were you trying to build the largest sourcing network in the U.S.?
I actually am not the founder of Sourcing Industry Group (SIG). I took over the leadership in 2007 and my original intent was to remake it from a “good ole boys” network into the leading organization for sourcing, procurement and outsourcing professionals. My vision was to be a disrupter to the industry, pushing the latest ideas to members and to help elevate the role of the CPO.
Has your vision become a reality? Has SIG become what you thought it would be?
Yes and we’re making progress everyday as we continue pushing the envelope to adopt emerging technologies and find new ways to streamline the process of procurement. Over the last 10 years, SIG has become the largest network for sourcing professionals in the world. But more important than the size of our membership is the collegial nature and information sharing that we have fostered. SIG brings people together to share best practices and next practices in a non-commercial manner that creates success.
What have been your secrets to success? And what advice would you give to others thinking about starting their own entrepreneurial venture?
The secret to my success is surrounding myself with people who are smarter than me. They are my inspiration and they never say “no” to my new ideas. I also pride myself with only hiring people who volunteer in some capacity in their personal lives. For me, I think that people who give back to their local community or for a nonprofit says a lot to me about their character. We also allow people to take time off work, with pay, to support their own causes. The people I have recruited to the team often come from my volunteer work where I’ve seen their work ethic up close and personal.
Why do you think people join networks? And, in particular, your network, SIG?
The reason people join is most likely not the reason they ultimately stay. People join SIG to network, share best practices and to become better educated. They stay largely due to the network itself and the fact we are non-commercial. People enjoy the camaraderie, the fun we have and most importantly how we lift one another up and help each other. Our members are all great people, they participate fully and care for one another.
Why did you decide to have both buyers and suppliers in your network?
This was easy for me, I came from the supplier side, having consulted in sourcing for more than a decade. I know first hand that consultants/suppliers/advisors/tech companies each work with hundreds of clients and therefore bring a wealth of knowledge to the table. I encourage this interaction and these relationships.
I really admire how you have very clear guidelines on how your suppliers, vendors and sponsors can interact with your members. What are some of those guidelines and why did you put them in place?
I am proud of our Provider Code of Conduct and it is critical that providers acknowledge the fact that our practitioners are very sophisticated and won’t buy from you if you are a “slick salesperson.” They engage you because you have the right thought leadership that strikes a chord, or the right technology at the time they are ready to investigate it. They don’t buy from brochures or from being “sold to.” If you are found to be actively selling, you are given one warning and the second time your membership is revoked and you have to sit out of SIG for two years. At that time we will allow you to come back into the SIG Tribe.
When we caught up last year at the Big Ideas Summit in Chicago (by the way, you did an amazing job talking about Third Party Risk! Very timely!), I really learnt how busy your life is – running your business, organising your major events, hosting webinars, mentoring young people….you fit a lot into your day, week, month, year! What’s your advice to others who are trying to manage and prioritise their time better?
I feel best when I have a lot of projects to take on, from building curriculum, to mentoring and parenting. The more I have to do, the more deadlines I have, it motivates me. Without deadlines, I would achieve very little. For example, you didn’t ask me for a deadline for this article, so it didn’t get done for over a month. I set my priorities by keeping them balanced. I must do something to help someone else every day, that is one thing that I believe in. Whether it is donating time or money to a good cause, shopping for an elderly neighbor or mentoring youth, we have an opportunity to be kind and to give back every single day and we should take advantage of that opportunity.
What’s your advice to ambitious professionals out there? What should they be doing right now to make sure they succeed into the future?
Learn to open your mouth wider so you can drink more easily from the fire hose, because technology is going to change at an increasing rate of acceleration. Accept it, embrace it and never fight it. Also, bring your authentic self to your role, whatever it is. You can’t be successful without living your own truth. Don’t try and be what someone else wants you to be, be who you are and who you want to become. Err on the side of kindness always.
Most importantly, how are you personally right now? Florida is being hit hard by COVID. Are you and your family OK? What’s happening in Florida right now?
Thank you for asking, we are doing well. I have a high school senior in virtual school and kids in college all working from their apartments.
Wow! Whichever way you look at this, Dawn is an inspiration.
If you’re a budding entrepreneur out there, you have hopefully been inspired by Dawn’s vision and determination.
If you’re an ambitious procurement or supply chain professional, there’s lessons to be learned in the power of networking and upskilling yourself in the important areas of third party risk.
If you’re a supplier, looking to truly partner with our profession, SIG provides a trusted and valuable conduit into the important buying community.
What did you learn from today’s story? Let us know.
Outliers are frequently discounted in statistics. But in procurement, it’s worth being more open minded – they may have great knowledge to share.
The Faculty is excited to share its “Outliers” Best-Practice Case Studies paper here on Procurious.
Stealing from your peers may sound ethically questionable at best. However, in today’s fast-paced and increasingly frenetic business environment, individual CPOs simply do not have the time or resources to develop their own solutions to every challenge.
That’s why peer groups such as The Faculty Roundtable exist. They provide a forum for collaborative learning and knowledge sharing around best practice procurement.
Identifying the Outliers
How do we identify best practice? In statistics, an “outlier” is defined as a data point that is a considerable distance from the rest of the observation points. Depending on circumstances, statisticians often choose to exclude outliers from the data entirely so they do not skew the results one way or another.
At The Faculty, we take the opposite approach. We see outliers as an opportunity to celebrate success, set the standard for the industry and, most importantly, learn from best practice.
The Faculty Roundtable’s recent Benchmarking report measured performance across multiple procurement practice areas, including:
Training and capability.
Our latest research paper contains a series of case studies highlighting some of The Faculty Roundtable members’ approach to common challenges across many of these practice areas.
Case study participants were selected due to their “outlier” status in specific benchmarks, or because they have taken an innovative approach to problem solving, demonstrating excellence in one or more areas.
Learn from the Best
The six case studies cover best-practice solutions to the following shared challenges for CPOs and their teams:
Influence is Everything: Executive Support in Action at Broadspectrum
Learn how Broadspectrum CPO Kevin McCafferty ensured that Procurement gained recognition at the highest levels of the organisation as a team that creates shareholder value.
A Partnership of Equals: Procurement and Environment at Australia Post
Australia Post’s Head of Environmental Sustainability, Andrew Sellick, explains why a partnership with Procurement is the most impactful way for the Environment team to meet and beat the organisation’s carbon reduction targets.
Taking the Leap: Moving from Operational to Strategic SRM at Energex
It’s easy to get bogged down in the detail. Brett Mann, Group Manager Procurement & Supply at Energex, explains why you need to have the right people in the room to facilitate a strategic level of discussion with suppliers.
Do CPOs Even Need a Communications Plan? Rethinking Stakeholder Communications at Santos
Santos CPO David Henchliffe argues that a communications plan is only required with stakeholders whom Procurement doesn’t have a working relationship with.
If Procurement is intimately involved in the business, then senior executives (and their teams by extension) will know all about your function’s value contribution, upcoming projects and challenges.
Planning for Success: Executing Locally Crafted Strategies in a Globally Owned Enterprise at BP Asia-Pacific
Even in an internationally-owned business with global category strategies, local planning is more important than ever. This is the view of Lauren Feery, Asia-Pacific Strategy and Performance Manager for downstream procurement at BP. Find out how to connect parallel local and global planning processes.
ANZ has taken on the challenge of unifying, streamlining and simplifying P2P systems in its offices across the entire Asia-Pacific region. From Melbourne to Auckland, Singapore to Manila, the rollout has required best-practice change-management to ensure every end-user is on board.
The purpose of these bite-sized case studies is to enable CPOs to learn from the region’s best-in-class procurement teams and take proven methodologies back to their own organisations.
The Outliers Best-Practice case studies are available to download now from Procurious > Groups > Benchmarking.
The Faculty Roundtable’s full Benchmarking report is also available here on Procurious > Groups > Benchmarking.
About The Faculty Roundtable
The Faculty Roundtable is comprised of an influential group of procurement leaders in the Asia-Pacific region. These leaders gather to share their experiences and insights, to achieve greater commercial success for their organisations.
Through The Roundtable, members have access to leading-edge thought leadership and commentators, a ready supply of valuable expertise through exclusive market intelligence, as well as networking and professional development opportunities for themselves and their team members.
Meetings are held throughout the year in Melbourne, Sydney, Brisbane and Singapore.