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Office hours david atkinson

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The desire to become ‘trusted advisor’ to internal clients has become recognized as one of the keys to improving procurement performance and recognition within the organization. A recent survey has confirmed that, after cost reduction, improving procurement’s engagement with stakeholders is the most important priority for CPOs.
How can you increase stakeholders’ readiness to work collaboratively with procurement? How to engage stakeholder ‘clients’ – from ‘securing access’ to ‘making a good withdrawal’?
Have similar questions in your mind?

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Office hours david atkinson

  1. 1. Procurement Office Hours By Zycus – Client - Centered Procurement Advantage: Reinventing Your Procurement Organization’s Stakeholder Experience
  2. 2. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Know Your Expert – David Atkinson 20 YEAR PROCUREMENT CAREER IN CONSUMER GOODS, AUTOMOTIVE AND AEROSPACE SECTORS. FROM BUYER AT BLACK & DECKER TO PROCUREMENT DIRECTOR AT ROLLS ROYCE. ACCREDITED TRAINER FROM HARVARD/MIT PROGRAM ON NEGOTIATION.
  3. 3. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay PROPOSITION: TO WORK TOGETHER WITH THE CLIENT TO BUILD A VIABLE, SELF- IMPROVING & SELF-SUSTAINING ENGAGEMENT APPROACH. AN ADVISOR IS SOMEONE WHOSE AIM IS TO ASSIST PEOPLE IN IMPROVING THEIR PERFORMANCE, TO SERVE THE OVERARCHING PURPOSE OF THE CLIENT STAKEHOLDER’S ORGANISATION (OR PROJECT). ALTHOUGH THE PROCUREMENT ADVISOR MAY BE A SUBJECT MATTER EXPERT, EXPERIENCED ADVISORS CO-CREATE SOLUTIONS WITH THE CLIENT. THE PHILOSOPHY OF WORKING TOGETHER (WHILST SUPRESSING SELF-INTEREST) IS AT THE HEART OF BEING EFFECTIVE IN PROVIDING SUPPORT AND ADVICE. DEFINING YOUR ROLE: ARE YOU A PROCUREMENT EXPERT OR A CRITICAL FRIEND? STAKEHOLDER AS ‘CLIENT’ AND PROCUREMENT AS ‘ADVISOR’
  4. 4. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Question for the Expert – David Atkinson Q.1. WHAT DO STAKEHOLDERS WANT FROM PROCUREMENT?
  5. 5. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Check out our webinar at https://zyc.us/2MJfowV
  6. 6. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay DIFFERING DEMANDS ON PROCUREMENT CPOs should seek to answer two questions: 1. How does Procurement add value to each stakeholder constituency 2. How does each stakeholder constituency convert inputs from Procurement into useful outputs that enable the stakeholder to succeed? Answer
  7. 7. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Question for the Expert – David Atkinson Q.2. WHAT ARE THE TYPICAL PROCUREMENT CHALLENGES IN ENGAGING STAKEHOLDERS EFFECTIVELY?
  8. 8. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay TYPCIAL PROCUREMNT CHALLENGES IN ENGAGING STAKEHOLDERS 1 Taking your role as procurement advisor completely seriously, and recognising the importance of your contribution 2 Being positive in the face of stakeholder resistance, and not encouraging others to complain or blame. 3 Developing functional ‘self-esteem’, without pushing solutions onto unwilling stakeholders. 4 Understanding when arm’s length engagement is more appropriate than collaboration. 5 Treat stakeholders with complete respect, and encouraging colleagues to develop their leadership. Answer
  9. 9. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Check out our webinar at https://zyc.us/2MJfowV
  10. 10. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Question for the Expert – David Atkinson Q.3. WHAT SORT OF RELATIONSHIP SHOULD WE BE AIMING FOR?
  11. 11. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay THE PROCUREMENT ADVISOR: THE JOURNEY FROM PROCUREMENT EXPERT TO CRITICAL FRIEND BREADTH OF BUSINESS ISSUES DEPTH OF PERSONAL RELATIONSHIP CRITICAL FRIEND TRUSTED ADVISOR RESPECTED CONSULTANT PROCUREMENT EXPERT IT IS NORMAL FOR MOST CLIENTS TO DRAW ON ‘PROCUREMENT EXPERTS’ AND ‘RESPECTED CONSULTANTS’. BUT IT IS BETTER TO BE ACKNOWLEDGED AS ‘TRUSTED ADVISOR’ AND, ULTIMATELY, ‘CRITICAL FRIEND’. SO HOW DO WE GET THERE? Answer
  12. 12. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Question for the Expert – David Atkinson Q.4. HOW CAN WE ENCOURAGE RESISTANT STAKEHOLDERS TO BE READY TO ENGAGE WITH PROCUREMENT?
  13. 13. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay STAKEHOLDER READINESS PROCUREMENT MUST RECOGNISE THAT THE STAKEHOLDERS’ PRIMARY CONCERN IS ABOUT THEIR PART OF THE SYSTEM. TO GAIN ACCESS TO THE STAKEHOLDER’S ‘SYSTEM’, THERE NEEDS AT LEAST ONE PERSON INSIDE THE SYSTEM WHO IS DISSATISFIED WITH THE PRESENT SITUATION AND READY TO ACCEPT SUPPORT READINESS IS DETERMINED BY TWO MAIN VARIABLES: • The level if dissatisfaction felt by the stakeholder with the current state of affairs. • The level of security felt by the stakeholder in respect of a change that is proposed. Feelings are paramount, regardless of whether they are rationally based or not. The key word is ‘felt’ - security or dissatisfaction. Answer
  14. 14. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Question for the Expert – David Atkinson Q.5. HOW WILL THE STAKEHOLDER JUDGE PROCUREMENT’S SUPPORT?
  15. 15. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay HOW WELL DOES THE VARIOUS PROCUREMENT VALUE PROSPOSITIONS GAIN THE SUPPORT OF STAKEHOLDERS ADVISORCOMPETENCE ADVISOR COMMITMENT Skills & Knowledge Relationship Building Decision Making Information Sharing Innovation Ideas Goal Alignment Value Improvement Perspective Takes Responsibility Mutuality Ethics and Trust Answer
  16. 16. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay THE ENGAGEMENT CYCLE: A PROCESS- THINKING APPROACH Establishing Trust Jointly Generating Data Making a Diagnosis Co-creating a Change Strategy Managing the Change Evaluating Progress Making a Good Withdrawal Answer
  17. 17. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Further Questions
  18. 18. Source to Pay Suite: Spend Analysis | eSourcing | Contract Management | Supplier Management | Savings Management | Project Management | Request Management | Procure-to-Pay Thanks for Contributing! Thank You for Attending Procurement Office Hours by Zycus ! Contact Office: +44 (0) 121 373 1797 Anytime: +44 (0) 7946 562927 Email: d.atkinson@4pillars.org davidatkinson4pillars FourPillars4PC Connect Watch Four Pillars TV on YouTube Read For more insights, articles and news
  19. 19. +1 866 563 9219 info@zycus.com www.zycus.com Thank You

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