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When the Stars (or Circles) Align – Part 2

By Robert A. Rudzki, SCMR Contributing Blogger
April 20, 2012

In Part 1, I introduced a graphic of three overlapping circles, and described the sweet spot where all three overlap. I then suggested that readers take a few minutes to think about the three situations where one of the three elements are missing; i.e. only two circles overlap.

Let’s briefly review the possibilities:

For example, Procurement has a Strategic Role, and the Company is on a burning platform; BUT, Procurement does not have the capability to deliver because it is missing one or more of the necessary ingredients for success. We see that often.

Or, Procurement has a Strategic Role, and Procurement has the capability to deliver; BUT, the Company has no urgency to act (perhaps it is making a lot of money right now). That can be a real challenge, but it is possible to gain senior management’s interest and support even if there is no burning platform at the moment.

Or the third intersection of just two circles: Procurement has the capability to delivery, and the Company has urgency to act; BUT, there is not yet a well-understood or authorized Strategic Role for Procurement. This is a common problem as well.

Have some fun with this graphic and see if you and your colleagues agree on your current state. Then, determine if you are satisfied with the current state, or want things to change.

image


About the Author

image
Robert A. Rudzki
SCMR Contributing Blogger
Robert A. Rudzki is a former Fortune 500 Senior Vice President & Chief Procurement Officer, who is now President of Greybeard Advisors LLC, a leading provider of advisory services for procurement transformation, strategic sourcing, and supply chain management. Bob is also the author of several leading business books including the supply management best-seller "Straight to the Bottom Line®", its highly-endorsed sequel "Next Level Supply Management Excellence," and the leadership book "Beat the Odds: Avoid Corporate Death & Build a Resilient Enterprise." You can reach him through his firm's website: http://www.GreybeardAdvisors.com

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