STRATEGIC SOURCING clients where we have them map out their time prioritisation framework: what are the things that are important, what are the things that are urgent? If you have people map out the things that are important but not urgent, typically, they’ re activities they never get around to doing. There are things like sitting down with my business partners and understanding what their strategy is and what they’ re probably going to need from me in the future, understanding my suppliers’ R & D road maps, where they’ re expanding, and the cost pressures they’ re under.
I think that becomes 95 % of the job, and 5 % is managing the tech that’ s doing all the other stuff that you spend 95 % of your time doing today. That’ s why a lot of us got into this profession: the partnering, the relationships and the strategy. Yet we spend most of our time reconciling invoice discrepancies.
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