Procurement the storyteller?

The dilemma

Dealing with the suppliers involves as a given value the mutual interest in doing business together, but sometimes equal interest seems to be lacking in the internal collaboration. Or with a bit of extra sarcasm: often lacks. As the procurement profession complaints, procurement is often seen as the back-office function responsible for arranging the supply for production with right time, quality and cost. Even though being valid, this statement easily narrows the role of procurement to a function that does not deserve much focus. Except for the debate around budgeting process and savings targets, right? As business savvy procurement professionals we understand the role each other function plays in our organization but why do they not understand procurement?

We all know that the potential of procurement - with the superpowers of the supplier network behind - is so much more. No matter the business or domain where the organization operates, procurement as a function can be a key contributor, collaborator and co-creator adding value through organization’s numerous processes and activities. Including but not limited to the above mentioned worn out definition. If this wider approach is not exploited, the organization might end up being the parasite stricken stray dog running after the well-groomed greyhound somewhere in the distance. Which dog would any CEO want in the championship race?

It is the procurement function that deserves the attention – not just the procurement professionals. The function can be organized in so many ways, from a full-blown outsourced specialist organization to a concise centrally driven consultancy function. Whatever model or resourcing serves best the purpose, size, geography, maturity, strategy of the organization in question as long as the procurement role is acknowledged. What have we missed in not being able to convey this message to the top-management and getting their attention that the function deserves?

The solution

I have visited several conferences with very professional presentations. Success cases about transforming the procurement, future looking analysis of procurement in 2020 or linking the procurement strategy to the overall strategy of the organization, as an example. In many cases the presentations are busy with procurement jargon, smart processes fine-tuned with consultants and the clear vision taking the function into the new level. These presentations are well aligned with the audience of peers that will appreciate the evident expertise, efforts and achievements. I have myself very much enjoyed listening to and learning from these presentations.

Anyone guilty of serving the procurement business case to the decision makers in your organization in the above described format? Maybe even forgetting the key principles of powerful influencing?

I recently listened a person advise to forget the data dump -presentations and start telling stories instead to get attention. So how about changing the procurement language into a language that your CEO, top-management and stakeholders are willing to hear and putting your message into words that resonate with them. Even though you might feel a bit frustrated of the extra trouble that this internal sales process requires instead of the more familiar fact-based approach. Listen to those procurement leaders who have invested in the communication and brought procurement into to their organization’s strategic agenda and limelight. Powerful communication is the fast track for the procurement function and professionals to seize the role of contributor, collaborator and co-creator driving the organizations strategic priorities hand in hand with the internal stakeholders. As a bonus interest is guaranteed with the best talent that we all want to attract.

Let’s start telling stories with a compelling message. And never forget the facts or the promise that lies behind each story.

Sari Hakkarainen Chairman Sourcing Forum of LOGY