EDITOR’S NOTE: Today’s post is inspired by a timely post by Tom Mills.
Great post, Tom Mills!
Procurement – real procurement begins on the ground floor at the strategy, policy, process, and execution stage. For example, check out this comment and the four case examples of what procurement should be first and foremost – https://bit.ly/4d6Axyh
The following four are an example of what procurement professionals are all about:
Patrick Michaud at InnovaCare Health
David Latten at Logitech (RIP)
Bob Sievert, Robert Gleason, Shane Caudill, PMP – at Commonwealth of Virginia
Ciaran Owens at Imperial Brands PLC
These and other individuals I haven’t listed were the architects of their own success, transforming procurement practices and departments. The key takeaway is that they would have been successful regardless of the technology in any era because they took an agent-based rather than equation-based approach, e.g., a “people-process-technology” approach rather than a “technology-process-people” approach.
In short, they made their initiatives and procurement practices successful, not the technology.
We need to shift our primary focus from the points you rightly listed, such as Rogue spend and TCO, and focus on the real and extended impact we can have on our enterprise and external partnerships.
30
Procurement Insights 
What is a “TRUE” procurement professional?
Posted on August 8, 2024
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EDITOR’S NOTE: Today’s post is inspired by a timely post by Tom Mills.
Great post, Tom Mills!
Procurement – real procurement begins on the ground floor at the strategy, policy, process, and execution stage. For example, check out this comment and the four case examples of what procurement should be first and foremost – https://bit.ly/4d6Axyh
The following four are an example of what procurement professionals are all about:
Patrick Michaud at InnovaCare Health
David Latten at Logitech (RIP)
Bob Sievert, Robert Gleason, Shane Caudill, PMP – at Commonwealth of Virginia
Ciaran Owens at Imperial Brands PLC
These and other individuals I haven’t listed were the architects of their own success, transforming procurement practices and departments. The key takeaway is that they would have been successful regardless of the technology in any era because they took an agent-based rather than equation-based approach, e.g., a “people-process-technology” approach rather than a “technology-process-people” approach.
In short, they made their initiatives and procurement practices successful, not the technology.
We need to shift our primary focus from the points you rightly listed, such as Rogue spend and TCO, and focus on the real and extended impact we can have on our enterprise and external partnerships.
30
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