Here's how you can learn new skills in Supplier Sourcing through cross-functional collaboration.

One of success story in my experience have been to share BKM’s across team covering learning’s we had and how we have approached the situation. This has yielded exceptional results. Collaboration with finance in early stages gives different perspectives and helps us fast tracking decisions as you do have buy in from controllers.

In a large organization with different managers for various categories, cross-category knowledge sharing can be more beneficial for learning new sourcing skills than cross-functional collaboration. For example, in my category management department, we have three divisions: plastic, metal, and hardware/rubber/glass. I chair a weekly forum where each division discusses their weekly challenges and support needs. Category managers provide recommendations based on their experiences. After a year, we have compiled a list of best practices that benefit all category managers in sourcing. Sourcing skills are less likely to be learned from the Finance or Marketing departments, as they are not sourcing experts.

Process mapping is crucial to prevent overspecification, which can lead to incompetitive part price. An example is that an internal assembly mechanical part should not be overly protected in appearance, as this may cause excessive rejections. The sourcing team typically follows what is written in drawing and specification, unaware that a process step might not need specific control. The manufacturing engineer should review part requirement before sourcing begins. For instance, a part drawing copied from an assembly drawing might have redundant inspection criteria. The assembly process engineer can identify these for the sourcing team to verify with the requestor.

The comprehensive understanding of the product or service development lifecycle is indeed a cornerstone of effective business management.

Training is crucial as beanchmark and thinking out of the box as well. Exchange experiences are vital as it brings diverse expertise and perspectives.

For learning new skills in supplier sourcing, joint external training with different companies provides the most optimal benefits and is more efficient than cross-functional training within the same company. However, for learning project and product requirements, cross-functional training within the company is certainly helpful.

Learning new skills in supplier sourcing can be enhanced through cross-functional collaboration focused on shared goals. By engaging with teams from procurement, finance, and operations, professionals can gain insights into diverse perspectives and strategies. For example, in manufacturing, aligning on goals like cost reduction and quality enhancement fosters a holistic approach to supplier selection and management. Collaborative efforts enable leveraging of collective expertise and resources, leading to innovative solutions and improved decision-making processes. Embracing shared goals in cross-functional teams not only enriches individual skill sets but also enhances organizational effectiveness in supplier sourcing endeavors.

Creating collaborative platforms is essential, along with implementing tools that encourage collaboration, such as shared databases and PM software that facilitate real time information sharing and collective decision making are key in fostering a culture of collaboration. Part of this is also encouraging open communication where the team feels supported in sharing insights and feedback, leading to improved sourcing strategies

I believe that a constructive feedback is essential to facilitate direct input allowing for the adjustment of approaches based on actual outcomes.