PROCUREMENT OPERATIONS ADVISORY
A thoughtful Organizational Design provides the structure needed to accomplish the procurement vision. It is much more than drawing a set of boxes on paper. Does the organization structure account for the appropriate role of data analytics and business intelligence? Are we a customer focused unit? Should we align our team members to support major spend categories? Should accounts payable be part of the procurement team? Do the job descriptions and salary ranges reflect the strategic vision and support the need to accomplish aggressive goals? What are the essential strategic procurement skills needed by our team? Do we operate as individual silos or an integrated team? Have we defined what each role looks like in its basic, intermediate and advanced stages?
Getting an outside perspective based on criteria and senior level higher education experience is a great way to move forward on a more aggressive vision for the procurement department. If you have an excellence mindset, then an assessment will help identify improvement areas and a plan to ‘move the needle’ on strategic priorities. An assessment should not be a report card that is focused on inadequacies and failures, but instead should be a positive and thoughtful identification of the roadmap that is needed to accomplish your strategic vision and goals. Assessments often enhance a common understanding of need between the Chief Financial Officer and the Procurement department. If done correctly, the P2P Assessment will include a business case that may support additional investment and be a catalyst for changes needed to become an essential strategic partner to the campus community.
A small group of highly talented individuals will out-perform a larger group of average folks by a wide margin. We often invest heavily in technology and process improvement, but take the people for granted. In our view, the heaviest procurement investment should be directed toward talented people. Our Talent Management processes are often average and traditional when they need to be exceptional and strategic. Do we portray an exciting image to applicants? Do our job descriptions reflect back-office mediocrity or positions where smart, talented people can learn, thrive and progress in their career? Do we utilize leading practice selection and interviewing techniques? Do we hold people accountable for performance? Do we know the aspirations of our people and do we have great coaching and mentoring processes? What is our performance management structure and does it support or hinder the development of talented people?