When Does a Specialist Become an Expert?

The sea of knowledge is vast, treacherous, and filled with uncharted territories.

However, unlike our seafaring ancestors, the modern purchasing manager in a shipping company cannot simply rely on the stars to navigate their path to expertise.

Instead, it takes years of experience, a deep understanding of the industry, and the subtle wisdom to anticipate the unforeseen waves of demand and supply.

But at what point does one graduate from mere competence to mastery?

When can a purchasing manager stand at the helm and be regarded as an expert in their field?

Let us embark on this voyage to find the answer.

1. The Dunning-Kruger Effect: Beware of Early Confidence

The first stop on our journey must be a cautionary tale. The Dunning-Kruger effect teaches us that the less one knows, the more they believe they know. As Shakespeare’s fool Feste once said, "The more fool, madonna, to mourn for your brother’s soul being in heaven."

Indeed, in the early stages of one’s career, confidence can be a deceptive companion. The fledgling manager, who has just discovered the joys of inventory management, may feel quite accomplished after optimising a stock order or negotiating a modest discount.

But beware!

Expertise requires more than the ability to calculate an efficient replenishment schedule. It demands the capacity to foresee the quirks of human nature, the chaos of international logistics, and the unpredictability of port strikes, hurricanes, and global pandemics. "A smooth sea never made a skilled sailor."

2. The Ten Thousand-Hour Rule: Myth or Milestone?

Malcolm Gladwell’s popularisation of the "10,000-Hour Rule" has become something of a touchstone in the debate on expertise.

In theory, after spending 10,000 hours perfecting a skill, one could confidently take the title of expert.

So, does this rule apply to supply chain managers as well?

Certainly, spending several years dodging procurement pitfalls, managing freight contracts, and handling supplier relationships will get one closer to the coveted title.

But the nature of expertise in procurement management goes beyond clocking hours.

The expert is the one who has seen it all—delays, shortages, fluctuations in prices, and unexpected container damage—and can manage each scenario without so much as a raised eyebrow. They know that "perfect" supply management is more of a Platonic ideal than a practical reality.

3. Knowledge and Adaptability: The True Marks of Expertise

There’s a saying among British: "It’s not the knowledge you have, it’s how you use it."

This could not be more relevant in the maritime industry, where adaptability is often the difference between success and catastrophe.

Experts are not merely individuals with vast amounts of technical knowledge, though that certainly helps.

Instead, they are those who can apply their understanding in dynamic environments, tailoring solutions to specific problems and adapting to the ever-changing tides of global trade.

For example, an expert purchasing manager knows that standard procurement strategies may not work in regions prone to political instability. They have contingency plans ready when the Suez Canal is blocked, or when a key supplier goes belly up, or even when the rockets hits the ground.

A true expert navigates these challenges with the poise of a brave captain steering through a storm. Or just keeping his voyage - in any obstacles - for tilmely delivery.

4. The Human Element: The Unspoken Requirement

Finally, let us not forget the human element, for no supply chain is immune to the quirks of human behaviour. Suppliers are not just numbers on a spreadsheet, but individuals with their own motivations, challenges, and, let’s face it, peculiarities. The expert knows how to foster long-term relationships, whether through witty banter, timely payments, or the occasional pint at the pub (and this is a nice time, I think).

As Oscar Wilde remarked, "Experience is simply the name we give our mistakes."

The expert purchasing manager has made these mistakes, learned from them, and developed the diplomatic grace to turn even the sourest of supplier negotiations into sweet and reliable deals.

Conclusion: Expertise, a Journey Not a Destination

So, when does a specialist in procurement become an Expert?

The answer, much like the sea, is fluid. It is not a title that can be achieved through certifications or hours worked alone. Rather, it is a state of being that arises from the combination of experience, adaptability, knowledge, and the ability to anticipate both the mundane and the unpredictable.

For the purchasing manager in a shipping company, expertise is earned in the trenches, through both success and failure, and by developing the wisdom to recognise that, in this line of work, even the best-laid plans can be undone by something as simple as a dockworker’s strike or a misrouted truck.

In the end, perhaps it is best to heed the words of Benjamin Disraeli: "The secret of success is to be ready when your opportunity comes."

And for the expert in purchasing, that every opportunity comes as a chance.