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Demonstrate, innovate, don't complicate |
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Dealing with international roles we get to see how the demand in UK differs from abroad, noticeably where familiar professional bodies are not being recognised globally. Overseas companies are often more sophisticated in their requirements, with a far greater need for individuals to demonstrate the ability to be successful and innovative along with good interpersonal skills and business savvy.
Organisations everywhere want results and for people to prove themselves and deliver a quick return on investment; whilst CIPS is often very useful for recognising skills in up-and-coming careers, at a higher level there's no substitute for tangible hard and soft skilled achievements.
in this edition we're pleased to feature a really innovative Supplier Management learning tool from Triangulus that's easy to use and interactive in keeping with today's media, and there's another strong selection of roles for supply chain performers too.
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Salaries continue to increase reflecting strong demand with lots of interesting opportunities for high quality people to work with companies that are clear on what they're looking for, whilst interims are still seeing a softer market.
We currently have over 35 live Supply Chain jobs on our Job Board including - |
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Total Cost Manager |
FMCG |
Permanent up to £90,000 - Zurich or London
Interested? Call or email John Okusi |
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Head of Procurement |
Manufacturing |
Permanent Up to £90,000 - Lagos, Nigeria
Interested? Call or email John Okusi |
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European Category Manager - HR & Professional Services |
Advertising / Media |
Permanent £65,000 to £75,000 - London
Interested? Call or email John Okusi |
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Category Manager – Facilities |
Management Consultancy
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Permanent Up to £65,000 + car + benefits - Watford
Interested? Call or email John Okusi |
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Commercial Manager – Networks |
Telecommunications |
Permanent £45,000 to £ 60,000 - Newbury
Interested? Call or email John Okusi |
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Sourcing Manager - Claims Procurement Professional |
Financial Srvs / Banking
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Permanent £45,000 to £55,000 Bournemouth or Croydon
Interested? Call or email Cristiana Andria |
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Strategic Sourcing Manager- Marketing |
Management Consultancy |
Permanent £45,000 to £50,000 London
Interested? Call or email John Okusi |
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Strategic Sourcing Manager- Generalist |
Management Consultancy |
Permanent £45,000 to £50,000 London
Interested? Call or email John Okusi |
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Supply Chain Specialist - Corporate Services |
Telecommunications |
Permanent £30,000 to £45,000 - Newbury
Interested? Call or email Cristiana Andria |
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IT Buyer/Analyst |
Financial Srvs / Banking |
Permanent Up to £30,000 - Milton Keynes
Interested? Call or email Cristiana Andria |
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For the latest opportunities, keep up with our Job Board or subscribe to our  RSS or
 email job alerts.
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You can also see all of our jobs on |
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Twitter.
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Getting the most from your suppliers? | [sponsored message]
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Does your company need simple, practical solutions to enable people who manage suppliers to do so effectively?
Triangulus is a niche consultancy which offers a unique operating model to spell out exactly the processes to put in place to help drive the results you're after.
Whether it's assessing existing skills, a scorecard or an enterprise level dashboard, get in touch to see how our industry leading suite and experienced consultants' support will soon help implement effective supplier management into your organisation.
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Supplier Management Made Simple
Get more value than you bargained for
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Supplier Management Made Simple
Like to try?
Our supplier management methodology uses elearning which is both engaging and easy to use.
The Commercial Awareness module that covers one aspect of good supplier management has a clip available as an online sample
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Gavin Herman
Director,
Triangulus
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Gavin started his career at Nestle before moving to Morgan Stanley where his roles included International Head of Procurement and Chief Operating Officer for the Global Sourcing Function.
After setting up niche consultancy Triangulus to specialise in the transformation of its clients' supplier management capability, major projects have included establishing the global IT vendor management profession at BP amongst work for clients in the private and public sectors. |
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What are the biggest challenges facing supplier management?
Firstly there's no consistent definition of it, where it starts and ends and who's best placed to do it. Simple things are not being done and there is a skills capability gap between the supplier and its customer where the customer is unsure how to drive innovation and extra added value from the relationship.
Focusing on periodic supplier segmentation means disproportionate effort isn't wasted on suppliers that don't warrant it, and addressing the indifferent top level support, unclear roles and supplier management activities as well as competency and capability gaps will help a number of issues.
We'll often see the customer and supplier having different drivers, the customer lacking negotiation skills in a post contract environment and little appreciation for the do's and don'ts around the contract itself.
What skills and competencies are now most in demand?
These run through process, persuasion and commercial skills in the first instance.
It starts with putting appropriate governance in place between functions at all levels, determining where to concentrate efforts and who has to be involved in making supplier decisions, defining and agreeing measures both internally with the business and externally with suppliers.
Getting support and buy-in at all levels is crucial to how each person's role collectively contributes to the overall management of the supplier. Anyone engaging with your top suppliers is doing supplier management anyway, and they have to be doing this very well.
Then it's knowing what drives your supplier and the tactics they'll use to achieve their goals: how far you can or should push them given you may be in a long term relationship; getting away from opportunistic tactical behaviour to genuine trust and openness so they're incentivised to do it better, faster and cheaper and will bring new ideas to the table without fear of eroding their own margins; making a real difference versus simple paperwork exercises in areas such as sustainability.
What is key to getting the most from suppliers?
Clear specifications in the contract and clear expectations on both sides, fair treatment and mutual respect with agreed processes to manage and engage with suppliers at all levels and a universal compliance with that structure (so neither party bucks the process when it suits them, which may give rise to one party paying lip service to it).
'SMART' measures reflect the business drivers and where the relationship is in the contract lifecycle, and understanding what's practical here makes sense for both you and your supplier – after all, you get the behaviour you measure for.
What does 'value' represent, moving forwards in 2011?
Given the trend towards more outsourcing to all areas of the globe, further supplier rationalisation and a move to outcome based contracts for key services, strategic suppliers should be able to suggest more innovative ways for its clients to run its business and meet its business objectives.
This doesn't mean the supplier merely suggesting it takes on more work at the expense of another supplier. The suppliers and its client's success should be aligned in some way.
What are your measures for success?
For my clients I like to see a robust governance structure and processes in place; a skilled and competent workforce operating and co-operating in a consistent manner with the commercial benefits established pre-contract being delivered and not leaking away. Suppliers need to behave appropriately and reflect the client's business drivers, provide improvements in behaviour and ways to measure tangible incremental value (ie innovation) over and above the contract specification.
Keeping it simple and practical – people in the business may do it as part of their jobs so a clunky tool-biased solution won't necessarily deliver better performance – skilled people are the key.
What might you ask a fellow Supply Chain professional here?
What good supplier management looks like, what benefits it would bring you, how you'd measure it and how you'd get there. And what quartile would you say you are in?
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Find what you're looking for |
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Richard Bailey Associates are Supply Chain and Purchasing recruitment specialists with deep sector knowledge of working with fast growing and blue chip companies.
Our placements happen thanks to our ability to find the right fit between the clients and candidates, that's understanding and valuing both over long standing relationships.
We're here to support our clients and committed candidates all the way through the recruitment process to find the right individuals and the right jobs. if you're looking for help with candidate selection, market reviews or making your next career move, do get in touch to see what we can do for you. |
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Richard Bailey Associates Ltd
Office 326, 456-459 Strand, London WC2R 0RG
Registered in England and Wales with Company Number 06724742
Contact us by phone: 020 7993 5629 or email: info@rbaglobal.com
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