Since I stepped back from running Spend Matters Europe at the end of 2018, I have had more time for cycling and my bass guitar (although if you heard me, you might not be convinced that I’ve improved …) But I have been busy with more business-like activities too, and on October 8th, one of the results will become obvious when Penguin Business publishes “Bad Buying – how organizations waste billions through failures, frauds and f*ck-ups” (available to pre-order),
Special thanks to longtime BMP friend Charles Dominick, SPSM3 of the Next Level Purchasing Association for this guest post.
Welcome back to this series on improving procurement capability. In the previous post of this series, I covered how to find candidates for your procurement jobs. But finding procurement talent is easier than whittling the talent pool down to that one, perfect candidate. Let’s talk about how you do that.
Behavioral interviewing has become a classic interviewing technique. According to Virginia Tech University, behavioral interviewing is “a technique used by employers to learn about your past behavior in particular situations…Past behavior is a better predictor of future behavior than is speculation” about how a candidate would act in a hypothetical future situation.
We had a hybrid dog (otherwise known as a mutt) for 16 years and she was very strong and healthy. We have a beautiful garden full of hybrid roses in such a variety of colors that can survive harsh climates.
Today’s eSourcing Wiki-Wednesday topic outlines the many roles and responsibilities associated with being a successful sourcing professional. One of those roles is to provide ‘deep domain expertise’:
Management, members of the individual procurement organizations, and stakeholders will all expect the procurement professionals in the center of excellence to have deep domain expertise, especially in strategic categories.
This week’s eSourcing Wiki excerpt is a description of the three most common procurement organizational models: centralized, decentralized, and center-led. Each has its advantages and disadvantages, and while one model or another may be en vogue for a time, getting the right fit should be based on how to best serve the organization at large.