Procurement is the bridge between the outside world and the enterprise. Before crossing that bridge, procurement must first establish strong connectivity with key internal stakeholders. At Gilead, our procurement mission statement is to “work with the business, for the business, to maximize the value for every dollar spent.” In this discussion, we will explore ways to best establish strong enterprise-wide support, align on “one voice” to key suppliers, and highlight leading procurement accountabilities & deliverables. Once the strong foundation of aligned stakeholder support is secured, creating strategic alliances with select key suppliers is needed. We will also discuss how to best invest finite procurement resource time is selecting and developing these suppliers. Key points to consider:
- What are some ways to rise above low stakeholder expectations? Ways to break the stereotype of “all you care about is price.”
- Aligning the procurement team with stakeholders on shared accountabilities, deliverables, and goals
- Overcoming ‘traditional’ buyer-supplier attitudes and perceptions of limited information sharing, trust, capabilities and understanding of partner needs
- Giving your critical suppliers a seat at the table and collaborating effectively for mutual value creation.
Supplier Diversity Programs came into existence when President Richard Nixon signed Executive Order 11625 in 1972 and focused on African Americans. In the 40+ years since then, the concept has become more inclusive, incorporating more ethnic minorities, women, veterans, the LGBT and disabled communities and other small businesses in the USA and sometimes abroad. The programs’ focus upon diverse suppliers has also matured ranging from outreach to targeted and measured supplier development initiatives. As the CPO, you’ve communicated Supplier Diversity’s values: its relationships to the multiethnic consumer, its opportunities to identify innovation and how it supports Corporate Values. But… are we missing opportunities to support:
- Procurement’s larger objectives if Supplier Diversity (SD) programs are siloed and not aligned with Sourcing’s DNA?
- Are SD’s measurable goals aligned with the Operational Master Plan?
- Are SD wins included in evaluations and opportunities for your teams development?
- Are Diverse Suppliers included in SRM programs and opportunities?
As People Leaders, you see the opportunities and the barriers for driving change in this area. During this in-depth panel discussion, we will review opportunities for Supplier Diversity to strategically support procurement’s successes and breakthroughs for increasing effectiveness.