|
|
|
|
|
|
Continuing opportunities in these challenging times |
|
|
The large percentage of FTSE 500 companies using interims across Europe shows how urgently cost control is being addressed in the face of change and the demands to deliver ROI. With businesses requiring their Procurement functions to make a major impact, we're seeing the twin challenges of companies looking to get more from existing people as well as recruiting better quality individuals to hit their money saving targets.
Whether you're looking for a permanent position, an interim placement, some specialist advice or market insight, our team is here to help. Get in touch today and see how well we could work together.
You might have seen that our website's just got better! We hope you'll find it tidier and easier to use, and will want to subscribe to the new 'Supply Chain Executive' blog. Do have a look and let us know what you think.
Looking forward to hearing from you,
John Okusi.
| |
|
|
What's your market worth?
For a fresh career perspective, ask us for a review of the job opportunities and salary expectations for your skillset in the current marketplace. |
|
|
Whilst it's been a tough year economically, we're pleased to see there is still movement in the market for high quality people with both Indirect Spending and Pharmaceuticals currently showing as strong areas.
Interim roles are coming and going more quickly than ever (often within 24 hours) with everyone having to be realistic about rates which are very much dependant on circumstances. Please make sure to keep us updated on your current situation and what you are going be looking for.
We currently have over 60 live vacancies on our Job Board including - |
For the latest opportunities, keep an eye on our Job Board or subscribe to our RSS or email job alerts via the website where we've just added exciting positions based in Berkshire for Procurement Marketing Specialists.
|
Jordan Sampietro C.P.M.
Founder & CEO
Sustainable Procurement Strategies, California
| |
Jordan is Founder and CEO of green strategic procurement consultancy Sustainable Procurement Strategies based in Silicon Valley, California, which advises clients on a full spectrum of CSR and green issues in their global supply and procurement operations.
He currently has over 20 years in international procurement and supply management. |
|
|
What are your main sources of inspiration?
Curious, smart, and focused people who see the world as a place of unlimited possibility.
Mike Lewis (University of Bath) proclaiming that procurement leaders are highly skilled generalists and a perfect fit for Chief Executive leadership. There should be more of us in the top spots.
What are the biggest challenges you're facing at the moment?
I see companies that seem completely paralyzed, unable to make important strategic decisions and smart, swift changes which will directly link to their very survival in the following year.
Sustainable procurement can add immediate and sustained value especially in the current economic setting, yet is sometimes seen as an optional effort by many companies. Yes, you heard that right, green and responsible procurement methods can save your company.
What initiatives are you seeing for using green products in the supply chain?
It’s obvious that there seems to be two main emerging product trends. One trend is a wholesale re-positioning of many products to tout their green-ness with sustainability as a way to sell, but some green claims are very thin.
The more wonderful second trend is a genuine move towards sustainable cradle-to-cradle product design and the incorporation of sustainable practices that include all facets of CSR such as good labour practices, recycled content and organic farming. As positive as this effort is, we are still not moving fast enough to confront climate change.
What has President Obama's election done for green procurement policies?
There’s a lot of general excitement around green business and sustainability. After a reasonable period of patience I think we can expect very strong progress in sustainable and green supply chain.
What makes for good CSR? and bad?
Good CSR must meet both social and organisational goals. Bad CSR is the opposite where strategy and alignment are absent, and CSR efforts looks like burning money through wasting talent and resources. Make sure your strategic initiatives are completely aligned.
What are your favourite business books?
“Good to Great” by Jim Collins – Massive research project identifies rare traits of the very few highest performing companies.
“The Entrepreneurs Manual” by Richard M. White - Silicon Valley’s Old Testament with painstaking strategy and planning blueprint - very entertaining to read as well.
“Self-Help” by Samuel Smiles - Hardscrabble British entrepreneurs during Industrial Revolution celebrates true solid character
“How To Manage a Turnaround” by Stanley J Goodman – Management excellence.
“The Seven Mysteries of Life” by Guy Murchie – Not a business book but a lifelong work of art that connects everything via science. At it’s root business is an organic process.
What might you ask a fellow Supply Chain professional here?
What keeps you from volunteering at least one hour a month to a professional organisation, cause, or charity that you believe in?
|
Like to be part of our Q&A series? We'd love to hear from you - please email Jeremy Walker for details.
|
|
Candidate tips - successful CVs |
|
|
As everyone ups their game to stand out in a very competitive marketplace, CVs need to work even harder to clearly demonstrate notable achievements, responsibilities and results.
Here are some quick pointers to getting yours right -
• Make sure - your CV is concise, chronological and up-to-date
• Be specific - about projects, categories and results you've been actively involved with
• Check - any objectives you include will count you in for a role, not out
• Don't - lie, plagiarise or slip into irrelevance
• Skip - clichés and generic phrases, they won't impress |
We see a lot of CVs and will be happy to advise if you're looking for some help with yours.
|
|
Change Management: the most valuable skills in a recession? |
|
|
You might think that change managers with good soft skills would be valued highly. In a shrinking economy, companies that are efficient and adapt to changing circumstances have the best chance of survival. Many will downsize or introduce new working methods, and some will continue to invest, introducing new technology and working practices to drive efficiencies. They also may outsource or off shore, but either way change is inevitable within the business and the way it is managed critical to its success.
Some companies will recruit external managers to implement their change programmes; others will recruit from within. When deciding who to entrust with managing the business change employers always look at track record but I have seen a shift in attitude towards the value placed on soft skills when recruiting.
A year ago advertisements were very clearly highlighting the need for soft skills. The technical skills needed for the job were given, but experience of delivering communications programmes and having excellent stakeholder management skills were desired differentiators for candidates. Now that is changing. Advertisers home in on the ‘doing’ traits, the deliverable, requiring ‘demonstrable experience’ sometimes going so far as stipulating the number of projects, their currency, and requiring similarity of industry/company type.
Perhaps this is because project timescales have shortened, or costs squeezed so the nice to haves are left behind. As Gerald Price of Change Track says ‘Companies are not averse to bringing in new people but they expect them to come equipped with real life experience and the ability to quickly assess how to achieve the required goal and thereafter to provide the skills and determination to actually deliver what they say’.
Perhaps other factors are at work. Everyone is taking a precautionary approach. With a larger pool of candidates, employers are expecting the successful applicant to fulfil over 95% of their requirements in their skills/experience matrix whereas they would have previously expected a 70% match. This means the job requirements become more stringent, to help filter the candidates and reduce the workload through the selection process.
The focus moves to the ‘what’ rather than the ‘how’, and the ‘been there, done it’ experience. Making the candidates tick more boxes to succeed reduces the chances of a wild card succeeding and often leads to a more transactional style of working, but this is already being factored into corporate behaviour before the recruitment process starts. After all when jobs are on the line people are more willing to tolerate a more direct approach and employers welcome candidates who take the hard tack.
Gone are the benign metaphors for business as an orchestra or as a team sport. The new metaphor for business is boxing. Harvard Business Review (Mar 09) reflects the need for employees to be able to absorb blows and matches agility against absorption like the Ali Foreman fight. Quoting Lucy Kellaway of the FT: ‘soft is out, and hard is in’.
Our thanks to Heather Northey of N:management
www.nmanagement.co.uk / heather@nmanagement.co.uk
|
|
|
Get ahead on the web with RBA* |
|
|
|
|
|
The RBA* website has been redesigned for easier navigation and clearer communications. It now has smarter job listings as well as our first blog and extra contact options including a call back facility. Registered candidates can now access an email digest of latest vacancies along with our existing RSS feed.
 Don't forget you can keep in touch with us on Twitter too! |
|
|
| |
|
Putting your talents to best use |
|
|
|
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 committed candidates all the way through the recruitment process to their next job. If you're thinking of making a career move, do get in touch to see how we can help you with your choices, preparation and arranging suitable interviews. |
|
| |
|
|
|
|
 |
|
Richard Bailey Associates Ltd
Office 326, 456-459 Strand, London WC2R 0RG
Tel: 020 7993 5629 Email: info@rbaglobal.com Web: www.rbaglobal.com
Registered in England and Wales with Company Number 06724742
|
|
|
|
