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Assessing potential operational risks associated with a particular supplier can be challenging for any organization. Besides the difficulty involved with conducting an investigation into a supplier's work history and credentials, there are many legal and technical considerations that must be taken into account when conducting background research during the course of awarding a bid.
Did you know March is National Procurement Month? According to NIGP, The Institute for Public Purchasing, this month is 'a time to celebrate with pride the role of the public procurement profession.' Procurement professionals deserve this acknowledgement, playing vital roles not just in the public sector but within organizations across virtually all industries. However, the procurement field has not always been thought of as a strategic function. When taking a look through the history books, it is clear that procurement's organizational role continues to evolve.
When a major North American facilities management company started receiving complaints from clients regarding their supplier management processes in 2012, they wasted no time in addressing the problem directly. The company immediately ordered a review of their supplier management procedures with the intention of identifying areas where existing protocols could be improved, as well as any aspects of the supplier management process that could require an entirely new approach.
2014 is the year of the cloud. Continuously advancing web-based services are impacting the IT landscape. For purchasing professionals, the introduction and evolution of cloud-based procurement has offered new efficiencies and effectively aided in streamlining the sourcing process. Many organizations in a variety of industries are shifting their procurement process, opting for third party software as a service technology versus traditional software. Procurement software as a service will continue to expand in 2014 and beyond both in the public and private sectors of purchasing.
For employees and managers alike, the prospect of fundamental change coming to the workplace is rarely welcome news. Regardless of title, position, or industry sector, we are all naturally inclined to continue with our current processes, to do things the way we have always done them. Resistance to change is not rooted in laziness, nor is it a character flaw - the desire to repeat "what works" is just part of being human. Despite this, it is beyond question that well-planned process changes, when justified with quantifiable data, can lead directly to beneficial results for organizations.