This is CIPS world Redefining Supply Management CIPS

This is CIPS world Redefining Supply Management CIPS Focus: Global economic downturn; Innovation; Sustainability/CSR; Security of supply; Global sourcing; Relationship management; Increased use of technology; Fit with organisation strategy; Capability/competence of the function. 65, 000 members Globally 28, 000 members in UK UK 54%: 46% men to women Offices in UK, UAE, RSA, Oz 150 countries Characteristics: Competitive; Aware; Flexible; Resilient. Expectations: Deep Smarts; Issues recognition; Innovative products; Well networked; Global reach; Personal contact.

Where will we find that talent in the future? Let’s think too about what else we need to take into account in procurement …

What does procurement do for the organisation?

Really? So who buys this stuff then?

Or these things?

Finding the best and the brightest What are the particular leadership attributes or ‘habits’ that mark out the most effective procurement people? Where will we find our special one(s)?

Supply Professional skill sets for the future Procurement professionals need to be savvy – professional; polished; intelligent; respected; influential; persuasive; visionary; strategic; sharp; global; collaborative; executive and business savvy. All are terms used by procurement leader’s regarding the attributes of the future supply professional. A new definition of ‘expert’ – a significant characteristic of the new supply professional is the extent and depth of his or her knowledge; they will become “students of their industry”. They will know everything, from the science, economics, law and politics of their supply markets on a global scale. Talent competition heats up – there is considerable opinion regarding the talent pipeline. Is it too sparsely populated to meet the demand for strategic supplierfacing professionals that will develop this decade? The outcome will be intense competition to attract the best and brightest but on their terms.

Who will lead procurement in the future? Talking ‘bout my generation This is who it will be:

Are Generation Y all that different? Managing Generation Y want bosses who are • High self-esteem • Organised • They don’t trust the system • Open-minded • Idealistic • Experts in their field • Value work / life balance • Teachers, trainers and mentors • Accustomed to quality • Not intimidating • Respectful of their generation • Tech-savvy • Understanding of their need for work / life balance • Immediacy • Tolerant of differences • Collaborative and Source ILM: Index of Leadership Trust 2009

Are you interested in getting into procurement? Procurement isn’t about shopping or getting the photocopier paper or loo roles for the office…. …it carries huge responsibility and you get to spend massive amounts of money buying stuff like this: So it’s much more exciting than you could ever anticipate!

Thank you