ICYMIM: January 15, 2018

Source One's series for keeping up with the most recent highlights in procurement, strategic sourcing, and supply chain news week-to-week.  Check in with us every Monday to stay up to date with the latest supply management articles.

Naseem Malik, Procurious, 1/9/2018
It's not enough to locate top talent.  To optimize Procurement's performance, companies need to identify the right talent.  Procurement's responsibilities are consistently evolving. As a result, it's essential that practitioners exhibit a mix of technical and collaborative skills.  Malik suggests a novel approach for developing an optimal Procurement unit: hire an entire team rather than a number of individuals.  Hiring a group that's enjoyed a history of success will help reduce conflict, eliminate bias in the hiring process, and make for superior collaboration down the road.  For many companies, the risk of developing a new hiring philosophy could very well pay off.
Nick Heinzmann, Spend Matters, 1/11/2018
Heinzmann shares insights and predictions from UK procurement leader Peter Smith.  Smith urges supply management professionals to remember the fundamental components of their role in serving clients. For example, he implores readers to remember that Procurement should strive to reveal its value by aligning itself with a company's objectives, goals, and culture.  He is also quick to reiterate that the only two raw materials at Procurement's disposal are people and tools.  For 2018, he stresses the importance of continuing to identify emerging tools and apply them appropriately.  Interested in more predictions and reflections from Procurement leaders? Check out Source One's recent whitepaper on trends to watch in 2018. 

Michael Lamoureux AKA The Sourcing Doctor, Sourcing Innovation, 1/10/2018
Business and project management skills are a nice bonus, but what Procurement professionals really need is demonstrable, hands-on supply chain experience and subject matter expertise.  Too often, companies staff their Procurement departments and waste valuable resources on individuals who are only equipped for the tactical aspects of sourcing.  However many degrees a tactical resource might have, there's no excuse to keep them around in a time where machine learning and automated reasoning have made them expendable.  Tomorrow's supply chain leaders likely haven't gone to business school.  They have, however, embedded themselves in supply chain operations and learned to identify and implement emerging cognitive systems.   
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