Being an ally comes in many different shapes and sizes, requiring involvement at both the micro and macro levels. Whether it means showing support by demonstrating interest in a cause important to a friend, or personally taking action to further their cause, allies strengthen each other through committed relationships and shared effort.
As procurement professionals, we are always striving to achieve the best total cost of ownership with the products and services we purchase. We’ve seen the negative impact that bottom-dollar pricing can have with respect to quality and delivery. We’ve seen how over-engineered products with high price tags can erode our margins. Our constant aim is to look at each purchase holistically and measure its total value to the company we represent. So why don’t we look at our procurement teams the same way?
Picture the scene: you’re in the middle of hiring for a role in your HR department. At the interview stage, some bright young candidate takes a seat. You ask the classic question, “So why should I hire you?”
In a recent interview for a technical blog, I mentioned that I heard keynote speaker former U.S. Attorney General John Ashcroft (at the 2016 Securities Industry and Financial Markets Association’s (SIFMA) Internal Auditors Society conference) reference that organizations should prepare to adopt what he called “anticipatory compliance.” This concept involves outsourcers being able to demonstrate that they are actively anticipating, studying and acting on perceived threats (cyber and otherwise) both internally and with their outsourced business partners.
The last few years have triggered dramatic changes in the way IT outsourcing arrangements have been made by enterprises. As expected, some of the changes are taking time before they become center stage. In addition, some of the triggers did not live past their hype and fizzled out before they could deliver the promised value sought by enterprises.
Throughout the course of my career, I’ve had the pleasure of working through more than one organizational downturn – whether due to the economy or the company’s financial status. In times like this, the organization turns to supply chain to lead and impact the bottom line.