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Added for You - A Creative Approach to Strategic Sourcing and Supplier Engagement
We have all attended meetings that were boring, mindless and profoundly ineffective. Meetings don’t have to be a waste of time. Rather, they can be productive if the leader or chairperson practices these five strategies and gets down to the business of running the meeting instead of being run by it. People will then leave the meeting with smiles, not frowns on their faces.Introductions. If people don’t know each other, allow participants about 30 seconds to introduce themselves to the group. You can also have a quick progress update to allow everyone air time in the beginning of the meeting.Ground rules. Have participants agree on ground rules, or expectations for this particular meeting. These simple rules of the road, not only set the standards, but also are gentle reminders to those who are taking a different road or direction. Some examples are: “One conversation at a time,” or “We will come to consensus on these particular issues,” or “What is said in this room, stays in this room.”Parking lot. When a non-agenda issue threatens to take over the discussion, stop the meeting and write, with permission from the group, this new issue on a wall chart called unfinished business. By doing this you acknowledge the item but don’t address it immediately. Parking lot issues are discussed at the end of the meeting or at a later date.Questions. To structure an orderly discussion of each agenda item, ask questions that address these facets of an issue: What are the facts? What are the pros and the cons? What other options are there? Where should the decision be made...at the committee level or by the entire group? What might be the next steps?Breaks. People work better for longer periods of time when they are able to take short breaks, no longer than 5 or 10 minutes. Breaks are a good time to get feedback on the progress of the meeting or talk with people who have been antagonistic, disruptive, or unusually silent. It’s better to take a break, take the pulse, and regroup then to doggedly push on despite a sense that the meeting is getting out of hand.
Project Team and the Internal Benchmark
The benchmark will set the foundation upon which the sourcing initiative will be built and measured.
You need to hire the best employees. You undoubtedly hired some employees who were losers.Oops! Well, let’s be more diplomatic. Let’s just say you hired some “underachievers” you would have been better without.Or maybe you have the curse of hiring only “average” employees – people who are average in productivity and average in producing profits.Question: Who wants to hire “average” (or “below average”) employees? Answer: No one!To hire the best, you need to avoid the problems that plagued your previous hiring decisions. So, let me reveal seven horrible hiring blunders or mistakes you may have made.1st Horrible Mistake: = Interviewers typically do a lousy job at predicting job success. This is a proven fact, verified by a lot of research. Statistically, most interviewers do about as well as flipping a coin!2nd Horrible Mistake = Reference checks fail to tell you what you really need to know. Most employers are so freaked out about giving reference checks that they tell you nothing or barely anything useful about how an applicant performed on-the-job. Another way to put that is most reference checks are about as non-useful as simultaneously (a) flipping a coin while (b) rubbing a rabbit’s foot!!3rd Horrible Mistake: You relied on your “gut feel” or “intuition” & you were W-R-O-N-G. Later, as you moaned about the mistake you made by hiring the wrong person, you asked yourself, “I knew what I was feeling. But, what was I thinking?”4th Horrible Mistake: You used subjective prediction methods to make hiring decisions. For example, you relied on subjective interviews, subjective reference checks, or subjective “impressions “ of the applicant. Wow! Were you ever off-base. And then you and your company needed to pay for your incorrect hiring decisions. That is expensive, time-consuming, and frustrating.5th Horrible Mistake: You used NO objective AND customized prediction method. Important: Research shows pre-employment tests are the most objective method to make predictions. But, make sure you use a test customized for specific jobs in your company! If you have not used tests customized for specific jobs in your company, then you really have missed out on the most objective and customized prediction method you could use.6th Horrible Mistake: You [stupidly] told the applicant what you were looking for!! Then, lo-&-behold, the applicant spent your entire interview telling you s/he just happens to poss
Purchasing managers and strategic sourcing professionals often follow a consistent methodology when planning and conducting a sourcing initiative. Having a process provides a framework that, when correctly applied, can produce sustainable savings in a consistent manner. Creativity in the application of the strategic sourcing process will have a dramatic effect on the results achieved, regardless of whether a seven step sourcing process or a customized internal sourcing process is used.
In order to best optimize the results of a strategic sourcing initiative, there are several questions
that should be answered at the project’s initiation:
• How can we improve our understanding of the sourcing process?
• What are the X-factors that arise when executing a sourcing project?
• What other considerations should the sourcing professional account for while administering
the strategy?
Two frequently overlooked components of any strategic sourcing methodology involve the collection of innovative market information and the supplier approach strategy. Often during the course of a strategic sourcing initiative, new product developments, alternate technologies, and shifts in spend patterns present themselves. A Creative Sourcing™ process is dynamic, so the sourcing professional may need to implement a revised or new strategy to adapt to changing conditions and events.
The sourcing professional should consider how and when to approach both incumbent and alternate suppliers during the actual sourcing phase. Imaginative strategies and open communication will help motivate suppliers to present the best proposal and optimize the total project results.
Project Team and the Internal Benchmark
The benchmark will set the foundation upon which the sourcing initiative will be built and measured.
You’re working hard to create and build your scrapbook business. Have you branded yourself uniquely in your niche? Try these tips for branding yourself in the scrapbook business.Branding Tip #1: Keep it simple. Don’t go overboard with long, drawn-out slogans or catch phrases.Branding Tip #2: Hone in on your niche. The more general your focus, the more difficult it will be to position yourself in the scrapbook business world. Focus in on a handful of particular values or benefits you want to offer your customers.Branding Tip #3: Don’t make a promise you can’t keep. The old saying applies here: Say what you mean, and mean what you say. Don’t make your customers a promise that you know you can’t keep.Branding Tip #4: Use your brand everywhere, on everything. If you had a special logo created for your scrapbook business, use it on your business cards, website, letters, brochures—everything.Branding Tip #5: Believe in your brand. What does your brand communicate to your customers? What does it say about your business? About you? Believe in your brand and your customers will appreciate it and your service.Branding Tip #6: Include your branding in your email correspondence. Email is widely used and can be an excellent branding tool, if you take advantage of it. Include a link and your scrapbook business’s slogan or catch phrase in the signature line of every email.Branding Tip #7: Network online. Performing a search will give you a wide variety of networking forums to participate in. Sign up, introduce yourself, then be available to offer valuable information to others.
In order to best optimize the results of a strategic sourcing initiative, there are several questions
that should be answered at the project’s initiation:
• How can we improve our understanding of the sourcing process?
• What are the X-factors that arise when executing a sourcing project?
• What other considerations should the sourcing professional account for while administering
the strategy?
Two frequently overlooked components of any strategic sourcing methodology involve the collection of innovative market information and the supplier approach strategy. Often during the course of a strategic sourcing initiative, new product developments, alternate technologies, and shifts in spend patterns present themselves. A Creative Sourcing™ process is dynamic, so the sourcing professional may need to implement a revised or new strategy to adapt to changing conditions and events.
The sourcing professional should consider how and when to approach both incumbent and alternate suppliers during the actual sourcing phase. Imaginative strategies and open communication will help motivate suppliers to present the best proposal and optimize the total project results.
Project Team and the Internal Benchmark
The benchmark will set the foundation upon which the sourcing initiative will be built and measured.
How can we consistently and cost-effectively exceed customer expectations in order to earn repeat business?This is the challenge many organizations face, especially as competition increases. Smart companies have come up with a novel answer, a low-cost way of exceeding expectations that really makes customers happy.I do some of my shopping at Pavilions, an upscale grocery chain owned by Safeway. On numerous occasions, when paying my bill, the checker has asked:"Would you like some help out to your car?"I’m a fairly big guy, so this line is almost humorous when I’ve only purchased a half-gallon of milk or a six-pack of Coke.Still, I appreciate the gesture.And this is precisely the point that Pavilions wants to make. It’s sending a clear signal that it’s WILLING to go out of its way for me. This builds relationship credits in my mental "service bank."Noting this pattern, I asked a checker how often people actually accept the offer of additional help."I check-out about 300 people a day,” she replied. “And about three of them want help."Imagine that!You can formulate an offer that builds service-wealth, and only have to deliver on your offer one time out of 100. Consider how much profit your company could amass if it kept 99% of everything that came in!The message is clear. We can’t always exceed customer expectations, but we can do the next best thing.We can show that we’re ready, willing, and able to do so. Happily, this can convey the same impression at a fraction of the cost.Dr. Gary S. Goodman President, Customersatisfaction.com
• What are the X-factors that arise when executing a sourcing project?
• What other considerations should the sourcing professional account for while administering
the strategy?
Two frequently overlooked components of any strategic sourcing methodology involve the collection of innovative market information and the supplier approach strategy. Often during the course of a strategic sourcing initiative, new product developments, alternate technologies, and shifts in spend patterns present themselves. A Creative Sourcing™ process is dynamic, so the sourcing professional may need to implement a revised or new strategy to adapt to changing conditions and events.
The sourcing professional should consider how and when to approach both incumbent and alternate suppliers during the actual sourcing phase. Imaginative strategies and open communication will help motivate suppliers to present the best proposal and optimize the total project results.
Project Team and the Internal Benchmark
The benchmark will set the foundation upon which the sourcing initiative will be built and measured.
You’ve just been granted an on-site interview in another town. Hurray!This means you’ll be traveling to an employer’s location so that they can further evaluate you for a specific job position.Before you make any travel arrangements, it’s a good idea to discuss who will be paying for your trip – you or the employer. If you’re paying, find out if you’ll be reimbursed. It’s a good idea to save all your receipts from the trip if you’re being reimbursed for expenses.Here’s some things to keep in mind when traveling to interviews:1) Let the employer know immediately if you have to cancel the trip or make any changes to your visit.2) Unless the employer is reserving your flight and hotel room, you will need a way to make reservations in advance.3) Get all directions and transportation instructions to your destination ahead of time.4) Factor in your commute time when planning to leave for the interview destination. How long will it take you to get there in traffic?5) Avoid late airplane flights. These can be cancelled or delayed at a moment’s notice.6) Bring your interview clothes with you on the plane – just in case your checked luggage is lost or delayed.7) It’s okay to wear casual clothes while traveling if there is no employer representative waiting to meet you when you arrive.8) When you check into the hotel, ask the clerk if there are any messages or information for you from the employer.9) Schedule a morning wake up call with the hotel so you don’t oversleep. Or, bring a travel alarm clock.10) Bring extra copies of resumes, recommendation letters, transcripts, contact information, etc.
The sourcing professional should consider how and when to approach both incumbent and alternate suppliers during the actual sourcing phase. Imaginative strategies and open communication will help motivate suppliers to present the best proposal and optimize the total project results.
Project Team and the Internal Benchmark
The benchmark will set the foundation upon which the sourcing initiative will be built and measured.
It’s that time of year again.Shopping, parties and long lines everywhere. More vacations, more family commitments, and more stress. These are a few of the challenges we all face during the holiday season. The holidays are a wonderful time of the year, and we will enjoy them more as leaders when we learn how to help our organization revel both in the season and their results.Following are some suggestions to keep the focus and results high as the bells ring louder and the shopping days disappear. Rather than avoiding the challenges or denying the distractions the season offers, ESCAPE the problems by applying the suggestions below.Expect good results. As a leader, one of your responsibilities is to set clear expectations and goals for others. However successful you have been at communicating and gaining understanding on these expectations, the holidays require some additional expectation setting. Give people a sense of where they are on their annual goals, and encourage them to finish the year strong. As you set and reinforce these expectations, remember to give people the support and resources they need to succeed.Share spirit. While some people have a bit of a cynical, stressed out, scrooge attitude towards the holidays, most find their spirits lifted and thoughtfulness is at an annual high. Encourage people to show their spirit and sense of goodwill when communicating with others inside the organization. Even more importantly, encourage those sales people, Customer Service professionals and others who communicate with Customers to use that holiday good cheer in their interactions. Customers will notice and everyone wins.Celebrate! You probably have a holiday party at a restaurant or hotel, which is great. But consider doing an on-site workday event too. There are many options -“Secret Santa”, a white elephant gift exchange, or daily afternoon holiday snack break with different people bringing things each day are just three suggestions. A little time spent here can help bond teams and focus them on their work for the rest of the day. (Hint – let people who are interested in these kinds of events plan them – don’t delegate it to the unwilling or overworked because it won’t have the same results.)Acknowledge the challenges and distractions. Let people know that you realize the holidays are a tough time of year to stay focused. Share your shopping and social calendar with them, so they understand that you feel the seasonal stress that
Project Team and the Internal Benchmark
The benchmark will set the foundation upon which the sourcing initiative will be built and measured. Before the benchmark can be established, the project team must be assembled. The project executive or sponsor should identify the best resources both internally and externally to work on the initiative. The project sponsor must ask the following questions to begin to develop the team:
• Who within the core sourcing group is best equipped to work on this initiative?
• Who can be enlisted from other departments within the company to participate in the
cross-functional team?
• Should additional resources be recruited from outside the company? (either consultants or
business partners)
• What is the cost of applying these resources?
Determining the best, most cost effective resources will help to ensure that the ensuing process is a focused, collaborative effort that yields tangible results. Once the project team has been selected, the key decision makers must be identified and introduced to the project team. Establishing the roles and responsibilities for each team member at the start of the initiative creates a defined structure to help the process move quickly and effectively.
Filter out subjective thinking prior to beginning the initiative. The sourcing professional should recognize that internal biases may, and usually do, exist. These biases could include anything from previous negative experience with the process itself, former suppliers, or may simply be the opinions of individuals that are subjective and unrelated to the initiative at hand. In some cases, the s
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