How do you influence and persuade senior management and decision makers to support procurement initiatives?

I’d add another point being that you should know ahead of time who your Allies are as well as people who oppose your position. I discuss important points with allies first, modify the message appropriately while also getting them to jump in the presentation to add even more credibility to position I am bringing.

Ensure what you are doing is aligned with the organisational or that team's goals and objectives, otherwise it will be an uphill struggle or seen as a procurement initiative! Segment stakeholders (gold, silver, bronze) is effective so you work with the right people who matter. Define the return on investment and use data / information to tell stakeholders something they don't already know. This can related to suppliers, market, products and services, innovation. Communicate effectively using clear, concise and compelling communication using stakeholders language and terminology. Case studies are very effective, demonstrating what has been achieved. Avoid talking about cost savings. Sell - something we are not typically good at!

One needs to understand the audience; if your top management is very cost-centric, show the cost savings first and then share the other details. If the top management is more visionary, you should show the long-term impacts of the projects. Everyone will love good projects; you need to present them correctly so they get the required attention.

Generally influencing senior stakeholders begins by ensuring they understand the challenge and more importanlty the potential. I will work with big organizations where the senior team holds the outdated view that procurement is the function that 'orders the pencils.' High performing companies ensure the exec team are trained in the strategic possibilities procurement can bring. Once this is in place, support for procurement initiatives becomes much easier.

Stakeholder is an individual or a group that has a stake in the outcome of a project, and that must participate actively, or, change as a result procedure, attitude, skillset,... It includes, among others, customers, suppliers, board of directors, management, employees, investors/shareholders, community interest groups, regulatory authorities, etc... Put simply, it is “anyone affected by a decision and interested in its outcome”. It includes individual or group, both inside and outside your organization. Too often procurement narrows it to too few and are not including external ones in their thinking.

Ensure initiative clearly demonstrates, and is built on, facilitating internal collaboration, identifying new sourcing and opportunities, strengthening organizational agility, processes and efficiency, and reducing risks and costs.

Challenge yourself on how you are able to best incorporate the seven principles of influence, as coached by experts, into your procurement space.: reciprocity (give first, then they return), commitment (gain commitment on a small actions), share the most popular option to validate thoughts, build rapport, be an expert in your area, share the unique qualities of the proposed offer, and communicate the value of a shared identity.

Clearly articulate the objectives, benefits, and expected outcomes of the procurement initiatives you're proposing. Link them to strategic organizational goals such as cost reduction, risk mitigation, innovation, or sustainability. Present a compelling case for how the initiatives align with broader business objectives and contribute to long-term success.

In my experience, strong procurement initiatives require clear objectives and measurable outcomes. Here's how to define them: 1) Objectives: Align with business goals (e.g., cost reduction, improved quality). 2) Outcomes: Focus on tangible results achieved through procurement actions (e.g., % cost savings, reduced lead times). By linking objectives to specific outcomes, you can track progress, measure success, and ensure your procurement initiatives deliver real value.

To demonstrate alignment between procurement initiatives and company goals, I have found it helpful to have a clear grasp of the organization's overreaching goals. In my experience, the best way to accomplish this is to emphasize the direct and indirect benefits of the initiatives, provide real-world examples of similar initiatives, and effectively use data to quantify any potential impacts or risks. However, clear and concise communication is key. This is important when explaining to senior management exactly how the proposed initiatives fit into the company’s long-term vision.

A good presentation for management is critical in making a convincing argument for management to approve your request. It should be visual and data driven and not too wordy, which causes manage my to quickly loose interest. Showing the current situation and the proposed improved situation side-by-side is also effective. It should be supplemented with the savings anticipated by making the proposed improvements and the return on investment clearly identified.

In my experience, evidence based case studies are a good tool. Pick an example that resonates with the stakeholder you are presenting. Its also important important to translate from procurement language to business language.

Key metrics, kpis and benchmarks should include; spend analysis, contract compliances, supplier performance, savings tracking, process efficiency, risk mitigation etc.

It is always good to make sure you have done your research internally and externally and have access to all the relevant details and facts. Facts alone will not be sufficient- combined with this, ensure that you propose a workable and ethical solution.

Support your arguments and proposals with relevant data, metrics, and evidence demonstrating the potential value and impact of the procurement initiatives. Utilize financial analysis, market research, benchmarking data, and performance metrics to quantify benefits, forecast outcomes, and justify investment decisions. Present data-driven insights to build credibility and strengthen your persuasive efforts.

Procurement processes and initiatives can be negatively affected by various factors such as resistance to change, lack of resources, lack of support from senior management, inefficient processes, and poor communication: Resistance to change can lead to a lack of adoption of new procurement processes and initiatives. Lack of resources can lead to a lack of investment in procurement processes and initiatives. Lack of support from senior management can lead to a lack of prioritization of procurement processes and initiatives. Inefficient processes can lead to a lack of effectiveness in procurement processes and initiatives. Poor communication can lead to a lack of understanding and alignment in procurement processes and initiatives.

When sourcing is heavily focused on risk management (especially in supply chains), challenges can come in many forms, including potential shortage, risk of agency bankruptcy, bad press, and more. To mitigate risk, proactive initiatives need to be placed. When anticipating and addressing possible objections and barriers to senior management and key decision makers, it is important to ladder back any potential risk to its impact on revenue and profit margin. After highlighting possible negative impacts, it’s important to come back with the procurement initiatives and investments associated to offset the risk.

Learn to see the holistic view, you should always put yourself in CEO/CFO shoes and judge your projects from all angles. Once you zoom out , you will be able to appreciate their concerns and your ideas will eventually become better and inclusive.

I predict and overcome objections and obstacles in my job by researching, analyzing, and utilizing past experiences. I create evidence-based answers, formulate plans, and actively listen to concerns. I address objections by recognizing worries, providing background, suggesting options, and emphasizing advantages. I break down major obstacles into smaller tasks, seek resources or partners, and maintain a positive mindset to find solutions. By communicating professionally and empathetically, I build stronger relationships and showcase effective problem-solving skills.

Remember that no matter how well-intentioned you are, some people will be against any process changes without even taking a look at what you are proposing. Change is often complicated and can be met with serious skepticism. In my experience, the best way to get stakeholder buy-in is to speak with them personally about the challenges they see in the current process and then address their concerns one by one. For example, "implementing a system is complicated, and will add even more complexity into our already messy approval process" -> "while a new system will always come with some learning curve, it will allow us to streamline approvals by automating them, and you will not need to search for who the approver has to be again."

Professional influencing and persuasion skills, done respectfully, embedded in trust and based on proper substance, are deemed to be one of the top five soft skills most in demand for procurement and supply chain professionals today. Remember that this does not mean bringing people round to your way of thinking for the sake of it. Always acknowledge and understand senior stakeholders’ opinions as well. I find that genuinely placing oneself in others’ shoes & try to see things from their viewpoint, build trust and rapport. And we can learn a thing or two.

Foster trust and rapport with senior management by demonstrating competence, integrity, and transparency in your interactions. Build credibility through consistent delivery, reliability, and professionalism in your procurement activities. Engage in open and honest communication, actively listen to stakeholders' feedback, and seek to understand their perspectives to build collaborative relationships.

To persuade senior management to support procurement initiatives, clearly communicate the benefits such as cost savings, increased efficiency, and improved supplier relationships. Provide data, collaborate with stakeholders, and demonstrate value through results and ongoing communication.

Establish transparency through technology, re-engineer your processes, embrace new technologies, communicate your value proposition, and overcome objections and barriers. By blending these strategies and ideas, you can create a comprehensive approach to building trust and rapport needed to help you build trust with your stakeholders and ensure that your procurement initiatives are successful.

To optimize procurement, align its goals with the enterprise vision, communicate and collaborate with stakeholders, show value and impact, and manage risks. To enhance processes and reduce inefficiencies, streamline workflows, diversify and consolidate suppliers, train and educate staff, standardize and automate the system, source locally when possible, and simplify supplier onboarding. To boost initiatives and outcomes, centralize information, follow and create a standard policy, set up a feedback system, use strategic sourcing, invest in professional development, and define clear expectations.

Not following up or through will simply neutralise the good efforts to date. Also consider a formal debrief covering collaboration (e.g., information sharing, roles clarity. etc) and other lessons learnt. Establish how we can work better next time and what should we repeat in the future, as these worked well.

Maintain ongoing communication and engagement with senior management throughout the procurement process. Provide regular updates on the progress of initiatives, milestones achieved, and any challenges encountered. Demonstrate accountability by following through on commitments, addressing concerns promptly, and delivering results as promised. Keep stakeholders informed and involved to sustain their support and involvement.

To influence and persuade senior management to support procurement initiatives: 1. Understand their perspective and goals. 2. Create a strong business case, emphasizing financial benefits. 3. Highlight strategic advantages and potential risks. 4. Build positive relationships and engage stakeholders. 5. Present your case clearly and concisely. 6. Follow up and address concerns promptly. 7. Monitor and communicate achieved results. By following these steps, you can effectively communicate the value and benefits of your procurement initiatives and gain senior management's support.

To influence senior management to support procurement initiatives, align them with business goals, use data for quantifiable impact, communicate effectively, collaborate cross-functionally, highlight risks and mitigation, and showcase success stories. Link initiatives to cost savings, risk management, and innovation. Utilize data for market analysis and metrics. Tailor communication to management's priorities, address objections, and maintain transparency. Collaborate with other departments to show mutual benefits. Emphasize risks of inaction and how initiatives mitigate them. Share successful case studies to build confidence. By following these, you can effectively persuade senior management to endorse procurement initiatives.

In my experience, Understanding senior management's strategic vision and aligning procurement with organizational goals, emphasizing cost savings and efficiency, bridges departmental gaps. Effective communication through data-driven presentations is vital to gain their trust. Demonstrating a clear connection between procurement and company success, both financially and operationally, persuades decision makers to support our initiatives. It's a journey of collaboration, communication, and strategic alignment.

Strategic Alignment: Ensure that procurement initiatives are aligned with the organization's strategic priorities and contribute to its overall success. Emphasize how the initiatives support broader strategic objectives and create value for the organization. Collaboration and Involvement: Foster a collaborative approach by involving senior management in the decision-making process and seeking their input and feedback. Engage them as partners in shaping procurement strategies and initiatives, fostering ownership and commitment.

To persuade senior management and decision-makers to support procurement initiatives, follow these steps: 1. Understand their perspective 2. Communicate the value of procurement initiatives 3. Connect them to organizational goals 4. Build relationships 5. Involve stakeholders early 6. Address concerns 7. Demonstrate expertise 8. Present a compelling business case Understand their priorities and goals, articulate the benefits of procurement initiatives, and connect them to broader organizational goals. Build strong relationships, engage in regular communication, and share success stories. Address any concerns or objections, provide solutions, demonstrate expertise, and present a compelling business case.