{"id":1718,"date":"2018-09-26T15:08:42","date_gmt":"2018-09-26T15:08:42","guid":{"rendered":"https:\/\/www.certitrek.com\/nlpa\/?p=1718"},"modified":"2021-08-12T09:42:28","modified_gmt":"2021-08-12T13:42:28","slug":"new-business-world-procurement-leaders-must-impart-suppliers","status":"publish","type":"post","link":"https:\/\/www.certitrek.com\/nlpa\/blog\/new-business-world-procurement-leaders-must-impart-suppliers\/","title":{"rendered":"In the New Business World, What Procurement Leaders Must Impart to Suppliers"},"content":{"rendered":"

Most people would agree that\u00a0the business world has been constantly changing\u2026and changing fast!<\/p>\n

One merely needs to think of the hottest topics\u00a0in the business world that weren\u2019t mentioned much five years ago: \u00a0trade wars, rampant sexual misconduct accusations affecting the most visible of business moguls, social justice, the gig economy and more.<\/p>\n

These things aren\u2019t just technology evolutions. \u00a0They are not representative of a \u201cnew model of an existing technology,\u201d like the iPhone XS versus the iPhone X. \u00a0They are\u00a0representative of dramatic changes in the manner in which business is conducted.<\/p>\n

With major changes to the way business is conducted, organizations are forced to consciously take actions that shape or reshape their cultures. \u00a0Just think about the sexual misconduct issues alone. \u00a0Their existence is representative of a corporate culture that \u2013 maybe didn\u2019t\u00a0encourage<\/em>\u00a0harassment, but \u2013 clearly didn\u2019t do enough to prevent it. \u00a0So, concrete steps have to be taken to change the culture measurably.<\/p>\n

With the outsourcing trend that caught fire nearly 20 years ago and the gig economy trend that became a thing around\u00a0a half a decade ago, organizations are having many business tasks performed well outside of corporate headquarters. \u00a0That can make it difficult to ensure that the corporate culture is as integral a part of the organization\u2019s product or service delivery as it should be.<\/p>\n

What goes\u00a0on within\u00a0your suppliers\u2019 span of control isn\u2019t just supplier behavior. \u00a0It\u2019s behavior within\u00a0your organization\u2019s supply chain<\/em>. \u00a0Therefore, as a procurement leader, behavior by suppliers is\u00a0your<\/em>\u00a0responsibility to a large extent.<\/p>\n

In previous years, the scope of procurement may have been defined as\u00a0contracting for goods and services, ensuring acceptable supplier performance, and ensuring that suppliers were paid. \u00a0That\u2019s not enough today.<\/p>\n

Today, procurement leaders must impart the organization\u2019s culture to suppliers to ensure they are behaving as if they were employees within the four walls of the buying organization\u2019s corporate headquarters. \u00a0Is it easy? \u00a0No.<\/p>\n

Thinking of a similar situation, it\u2019s not as easy to impart corporate culture to telecommuter employees as it is to employees that work at corporate headquarters. \u00a0Joined in a physical space, employees can observe model behavior from leaders, be caught in exemplary and correction-worthy behavior in real-time, and be exposed to tangible reminders of what the organization\u2019s values are.<\/p>\n

And just as it is more difficult to impart corporate culture to telecommuters, it is difficult to impart corporate culture to suppliers. \u00a0But, just because it\u2019s difficult doesn\u2019t mean that it shouldn\u2019t be done.<\/p>\n

It should.<\/p>\n

It is one of today\u2019s business world\u2019s new roles for the ever-expanding procurement function.<\/p>\n

NLPA Learning<\/b><\/a>:<\/b>\u00a0Looking for authoritative procurement templates, tools, webinars, and more? Stop trying to create resources from scratch and start taking advantage of having exactly what you need right at your fingertips in\u00a0NLPA Learning.<\/span><\/p>\n

Recommended Reading<\/b><\/p>\n