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Horizon 2013 Getting Buy-in for Buy-ing


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As procurement professionals we are constantly struggling to balance what we know to be best for our organizations and what our internal customers think is best. Of course we know we’re right, but how do we get them to recognize our genius? In this session we will talk about ways to get buy-in from all levels of the organization – from senior leaders to our own teams. Believe it or not, procurement is a customer service business. To be successful we must become so valuable to the organization that they can’t imagine buying anything on their own. Through refocusing our own teams, building strategic relationships, and introducing new technologies, we can position Procurement to be the “go to” team for our organizations."

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Horizon 2013 Getting Buy-in for Buy-ing

  1. 1. Getting Buy-in for Buy-ing - Presented by, Jamie Hill, Director Procurement, Liberty University
  2. 2. Procurement is a Customer Service Business 3
  3. 3. Look Familiar? “I don’t understand why we need to go through this every time we need to buy something. We have been buying from this vendor for years with very few problems.” “Red tape, red tape. Can someone down there just plainly explain what we need to do next?” Manager, Marketing VP, Facilities VP, IT “Is it really worth going through all of this for 3 or 4%?”
  4. 4. How About This? “I wanted to let you know that Mary has gone above and beyond in her job this week! I can’t tell you how much we appreciate your team’s efforts” “Great work! I don’t care who complains. Tell them that we are using the million bucks you saved to offset how much extra they paid in the last 3 years.” C-Level Executive Accounts Payable Processor EVP, Human Resources “Thank you so much for handling this. I really do appreciate you and your team!”
  5. 5. How do we make this Transformation? By getting Buy-In
  6. 6. Understand the Motivators Leadership  Money, Money, Money Other Departments Procurement Staff  Make my life easier  Make people stop pushing back  Speed up  What have you done for me lately?  Measure what I accomplish
  7. 7. Step 1: Leadership Have to show a clear vision Have to promise real results Have to ask for support
  8. 8. Step 2: Your Team Have to set a starting line in the sand – today is the day Have to change to a customer service mindset – the game is changing Have to empower the people on the ground
  9. 9. Step 3: Other Department Have to accept blame for everything bad that has ever happened Have to clearly show the new vision Have to quietly show leadership support
  10. 10. Everyone says they’re on board… Now What? 11
  11. 11. Easy Stuff Can’t and No “Can you please get this ordered today? The vendor needs a PO today or we will miss this pricing”  “We won’t be able to get this created & through approvals in in 2 hours. We need at least 24 hours for PO turnaround”  “Vendors love to say that. Honestly, it will be very difficult to get the PO issued and approved that quickly, so let me contact the vendor to make sure we don’t miss out on that pricing” I and We  “I was able to get them to lower their cost by 5%”  “We were able….” Builds a team atmosphere Face Time  Go see your customers  Give advice in meetings – not rules  Ask for feedback
  12. 12. Hard Stuff Systems & Technology Systems & Technology Sourcing and Spend Analytics eProcurement and Contract Management  Money, money, money  Make my life easier  What have you done for me lately  Speed up  Measure what I accomplish  Make people stop pushing back Measure and Report  All of your accomplishments are anecdotes unless you put them in writing  Be audience agnostic  Competition is healthy
  13. 13. Conclusion Reinvent your department Pitch for buy-in – show a new vision Put tools in place Measure, rinse, repeat