What are the top considerations when transitioning to a procurement management role?

When?a?procurement?professional?is?promoted?to?a?managerial?role,?the?procurement?manager?must?improve?communication?with?senior?management?in?order?to?leverage?the?function?momentum?to?achieve?the?overall?objectives,?and?then?work?to?ensure?engagement. I?would?advise?newly?appointed?procurement?managers?to?focus?on?the?following: 1.?Discussing?ideas?with?internal?stakeholders. 2.?Increase?your?degree?of?understanding?with?possible?vendors. 3.?Concentrate?on?teamwork. 4.?Aim?for?engagement.

I agree, you need to recognize who your stakeholders are and understand that their input will help you in your new role. You will need to start building relationships, be an enabler vs policy enforcers. Understand the business first, add value to conversation, understand personalties and provide clear communication channels.

Beim übergang in eine Rolle im Beschaffungsmanagement sind strategisches Denken, effektive Kommunikationsf?higkeiten, analytische Kompetenzen, Verst?ndnis für Vertragsmanagement und Flexibilit?t entscheidend. Ein gutes Verst?ndnis der Marktbedingungen, die F?higkeit, Kosten-Nutzen-Analysen durchzuführen, und die Kompetenz, mit Lieferanten und internen Teams zu verhandeln, sind unerl?sslich. Es gilt, Risiken zu minimieren und gleichzeitig innovative Beschaffungsstrategien zu f?rdern, um die Unternehmensziele zu unterstützen.

Technologische Kompetenz aufbauen, Lieferantenbeziehungen pflegen, Risikomanagement transparent machen. Ein Verst?ndnis der relevanten Beschaffungstechnologien, einschlie?lich eProcurement-Systemen und Supply Chain Management-Software, ist unerl?sslich, um Effizienz und Transparenz in den Beschaffungsprozessen zu f?rdern. Ich bin davon überzeugt, dass verst?rkte Software-Kompetenz ben?tigt wird.

Not all stakeholders require same approach of management. Knowing your tiers of stakeholders, their interest level and power they can exercise on you is the very early step in properly manage your procurement business.

Pasar a Compras puede darse por "accidente", pero es algo maravilloso. Dentro de lo que se debe desarrollar está: - Honestidad - Actitud de servicio - Buena comunicación - Organizado - Saber trabajar en equipo - Calidez humana Debe además: - Conocer el negocio - Manejar estrategias de negociación - Conocer tendencias en el mercado - Aprender sobre Abastecimiento Estratégico - Ser abierto a implementar tecnología

When transitioning to procurement manager, it is necessary to note that a procurement manager's role is a function of organizational awareness of the core values of the organization,such as transparency, accountability,self control, emotional awareness, commitment. Others building blocks are trust and equity.These are variables that come into play and are rational for understanding what must be procured, expressing equity on the bidding process;and finding qualified operators or suppliers;managing the process of the projects that are earmarked,and better monitoring, evaluation and control mechanisms.

My view is when transitioning to a procurement management role, focus on building a competent team by assessing skill sets, fostering collaboration, and providing training. Network with industry peers, suppliers, and stakeholders to stay informed about market trends and best practices. Effective leadership, strategic thinking, and adaptability are key attributes for success in the procurement management role.

Como recién egresado de la carrera y actual auxiliar de compras puedo decir que el trabajo en equipo es un recurso clave al momento de pasar al área de compras. La comunicación, entendimiento de la dinámica de trabajo, buenas relaciones con los proveedores, así como el claro enfoque de la meta que se busca alcanzar, son indispensables para construir una base sólida con la cual podrás trabajar.

In general, you should know your companys stand on purchasing, the KPI's for your department, rules and regulations, any up coming possible chain disruptions, compliance issues, etc. You can familiarize with your team by working through each of these topics. A team is as strong as their leader. Know the expectations of your role and add value to your team by researching these topics and staying on top of necessary adjustments. Train your team up which will add value to your stakeholders. I am blessed with a leader that does this daily!

Performance management is a cornerstone for any success. Having an eye on periodically reported procurement management KPIs dashboard would have a great positive impact on enhancing your team performance. Those KPIs shouldn't focus only on savings but also on Mavrick spending reduction, mitigating currency fluctuation risk, contracts coverage,...etc.

To measure the resoults are a crucial task. Having the control of where it starts the process and our job, and where it ends our job. Making a comparason, the athletics, participate in a race and they know where it starts, where it finishes, how long it took them to do it, and how much they had to invest to make it is posible. This is all about. Without data there is not anylisis and evaluation.

Continously measuring business results and identifying kpi will strongly impact any progress, any improvement must be highlighted and share short and long term goals to be achived

In general, the following would be the steps need to be taken in your journey of transitioning to a procurement management role: Understanding the organization's procurement strategy and goals. Developing strong relationships with stakeholders and suppliers. Familiarizing yourself with governance and industry best practices. Building a solid knowledge of the market and supply chain dynamics. Enhancing negotiation and contracting skills. Implementing effective procurement processes. Emphasizing continuous improvement. Managing risks and ensuring compliance. Leveraging technology and data analytics for better decision-making. Demonstrating leadership and the ability to drive change within the procurement function.

Based on my experience in Construction Mega Project, following steps should be considered by moving to procurement management role should: 1- Prioritize purchasing vs procurement items. 2- Taking the decision of (Subcontracting, or Self Performance), at the beginning of the project, in conjunction with all participated stakeholders. 3- Expert Judgement, and learning lessons from similar projects are mandatory, to avoid mistakes as much as we can. 4- Prioritize (Long Lead Items) procurement and delivery, according to baseline, and installation sequence and methodologies. 5- Data analysis, and ERP systems are mandatory, to make the right decision. 6- Every single deal, must be documented, under supervision from management.

Deseo a?adir el desarrollo de habilidades blandas en las cuales destaco la inteligencia emocional, resiliencia, team player y las relaciones interpersonales. El área de SCM es un multiverso de tareas y necesitamos personas con estas habilidades no solo por el rendimiento en sus actividades sino también, por el cuidado de si mismos. En esta etapa del siglo XXI, los líderes de equipo tiene en su mapa el bienestar de su staff, el equilibrio entre el trabajo y la vida personal. Por el área, el/la gerente también debe interesarse por el desarrollo de estas habilidades blandas en su equipo, lo cual va reflejar un impacto en sus resultados y tendrán un equipo competitivo, especializado y eficiente, así como entre otras.

If you are considering a move to procurement, here are some tips: think outside the box; consider key factors such as: market understanding, 360-degree view of organizations, stakeholder management, strategic thinking, contract management, data analysis, communication skills, and adaptability. Don't just focus only on cost savings, think about driving business value and building relationships. Be prepared to wear multiple hats and navigate complex stakeholder dynamics. Embrace the challenge and become a strategic business partner.

One thing I've always found essential is the ability to 'sell' procurement internally. In many organisations Procurement is still not valued for the transformational value adding strategic function it can be and is often viewed as a necessary evil or back office function. Successful procurement leaders deliver on all those outcomes already suggested (better visibility, governance, policy, strategy etc...) but can only really make a difference if there is buy-in from stakeholders in the business. Who are the influencers in the business? why do they procure the way they procure? how can procurement help them to achieve their aims and objectives? getting the right people on-board and become an ambassador of procurement is essential to success!