Getting torque from procurement
It is undoubtedly clear that procurement is the core of any organization's operation coupled with rest of functions of supply chain.
If we think of any organization like a ship, CEO/COO as captain and procurement is like a ship's hull hosting multiple engines.
And people like buyers, category managers and CPO function like engines.
Owners and management give the direction, and procurement puts the momentum.
Procurement generates the torque to enable a company's ship sail through tides and ultimately win the race.
Off course finance is the fuel, but you can't burn it alone, it can bring anything to ash, yet alone it is of merely any use.
Ship will only start when these engines are in sync, and engines synchronize when they have compatibility. Like any other machine they ware & tare and need replacement. Similarly procurement people also deplete, exhaust and become outdated.
If a captain don't want to break the momentum of ship they need to put an eye on gauges who report performance, even some time these gauges also not work properly, you have to look beneath the hood.
Most of the time a ship's under-performance is due to faulty gauges, and some time an engine is not at it's optimum. The low performing engine is putting the collective output of power house at risk, it can no longer sync with new engines.
In this scenario you think of a CPO or a category manager as an aged Hino Ranger diesel engine, a rigid classic worker which was good at pushing the bulk, and a buyer or a procurement specialist as a Ferrari TIPO gasoline engine, it might be not a good fit for bulk loads, but an unmistakable performer in competition.
I have put four wheeler engines in the equation of aquatic ship; this is very important, as procurement specialists need to adapt in any environment and excel.
But when it comes to todays ever changing fast paced dynamics of procurement, these diesel engine type people can't even catch the dirt, when put in test.
If a CPO is unaware of these dynamics, technology advancement, E-procurement or anything new, their ineptness is putting all other performers at risk. Their inability to handle the situation will break all other people from inside. This is really bad for team as this will bring anxiety and all kind of disorders associated with it.
This thing should be a major concern to CEO as if they expect torque coming from procurement, they must make sure that everyone is putting right value of effort in achieving this, and they will if they are in good shape.
Line workers like buyers must not be over exhausted nor this should be expected from them, considering their limitations. After all gasoline engine is not like a diesel one.
The solution is to re-work on sync process, examine the engines, make cruicial upgrades, and again if an old noisy engine can't make up with new and efficient ones, consider replacing it completely. It's time for major change in system, after all it needs to keep up the value of torque.
Shehroz