Last week, I had the opportunity to facilitate a webinar last week with procurement consulting firm Efficio, titled Driving Greater Procurement Performance from Complex Direct Spend and Factory Indirects. In the webinar, I was joined by two of their US-based principal consultants, Arthur Mattouch and Waldo Saville.
During the webinar, Arthur and Waldo shared three case studies demonstrating the strategies and tactics that can be used to deliver sustainable savings in a mid-cap manufacturing environment. In today’s podcast, I am sharing this case study, along with a couple of questions that I asked during the webinar.
This is a company looking to quickly reduce costs through a coordinated cost reduction program, while minimizing disruption on the business. As you will hear, they ended up switching suppliers for only 12% of the total number of parts.
To watch the entire webinar on-demand, including the supporting presentation, you can register here.
What do childcare, ducks, and power have to do with negotiations? In today’s episode, host Philip Ideson shares three negotiation tips taken from his experience as a procurement practitioner and entrepreneur.
As we enter the summer, I’m going to spend some time answering some of your most frequently asked questions. These pod’s are going to be bite-sized, so I’d love to hear your feedback on whether you like the shorter podcasts or not.
One of the topics that I get asked the most about is negotiations. So for the next couple of weeks, I’m going to share some insights based on my own experience.
This week, I’m going to dig into the archive and share a part of a podcast I recorded 3 years ago - specifically with regards to the question of how to maintain supplier relationships after a tough incumbent negotiation. It is a topic that I have a lot of experience of - both from the practitioner and service provider sides of the table!
If procurement is going to attract the ‘best of the best’ to join our ranks, no matter what their background, then at some point we can expect to work alongside someone with no experience in procurement. Whether such a move is successful is likely to be dependent on the individual transferring in as well as the overall culture of the organization.
I interviewed Liam Moniz, Manager of Procurement Systems & Services at Fortescue Metals Group, during SAPAriba LIVE in Austin, Texas. Two years ago, Liam had no experience in procurement, and, as he told me, “didn't know a purchase order from a purchase requisition or invoice”. Based upon his success in other roles, the business brought him into procurement to be a fresh set of eyes as they invested in process, technology and talent transformation.
His background in IT Service Delivery and Support prepared him for the technology-focused parts of transformation, but process and customer satisfaction were another matter. To address those, Liam leaned on his understanding of business objectives and his desire to engage with stakeholders in pursuit of value – including through the implementation of guided buying.
Whether you are a consultant or a practitioner, it seems like the grass is always greener on the other side. Consultants are constantly on the road, work late hours and are subject to high expectations from their management team and the point people on each customer account. Practitioners find themselves at the mercy of consulting teams they didn’t personally decide to hire, lack the influence naturally extended to external parties and are often left to deal with the details – and the devil in them – once the consultants have flown off to their next engagement.
I’m joined today by Mark Richardson, Head of Procurement, Fleet & Administrative Services at AAA Southern California. He is uniquely qualified to discuss the differences between procurement consultants and practitioners because he’s been both.
Having joined AAA initially as an individual contributor, he now manages the team who were initially his peers.
In this podcast, Mark addresses the challenges of making the transition from consultant to practitioner and making the transition from peer to leader.