CIPS Paper – The Future of Procurement and Supply Management (Part 2)

今天我们继续审查最近的CIPS出版物，The Future of Procurement and Supply Management（PSM）（见第1部分yesterday).

报告的第二部分在第1部分中描述的方案上建立，我们可以比我们在前一篇文章中更积极。思维是激发挑衅和有用的作者，因为它们看起来对那些未来情景的采购和供应管理（P＆SM）的影响。事实上，也许报告中最重要的段落是：

在这两种情况下，假设广泛的自动化，将有三个关键的PSM角色。

• The first is strategy facing, and concerns interpreting the needs of the business, identifying how these can be met through suppliers and defining what is required of the supply management function.
• The second is (IT) systems facing, translating PSM requirements into systems and data requirements.
• The third is category, relationship and supplier management in the relatively rare cases where these activities cannot be fully automated.

我们可能会在某种程度上表达这些点，但不会不同意基本信息。我们需要通过自动化迅速移动，是消息，然后为此新角色做好准备，更多地基于管理关系和设置环境（如我们的想法）进行组织采购成功。

There’s a key theme in that around the need for PSM to be proactive, to see ourselves market-makers and influencers, not just the passive accepters of what goes on in the supply-side world. But do PSM professionals see that as their role?

作者还强调了职业要意识到战略盲点的需要 - 例如，他们报告说，与研究参与者周围的研究参与者讨论往往会陷入困境，以更有效地进行当前的工作，而不是“万博体育下载apppotential game-changing exponential gains and risks of transformative data and systems”.

They also provide some useful tips about how to get into that future-focused mind-set. That’s not easy for anyone, but if we don’t do it, you get the sense the authors do have some concerns about the future of procurement (which we would share).

One final moan though – on a chart of four key factors in the report, along with strategic maturity, data revolution and skills and capacity, we have “professional recognition”. We really need to realise that no-one outside procurement, certainly not our Boards, CEOs or CFOs, gives a damn about CIPS and our concerns about “professional recognition”.

如果组织不了解他们最重要的是，最耗尽供应商和供应市场的重要性，那么这是一个战略弱点和问题 - 但是让我们这样做，而不是谈论我们的“专业”。

Actually, that talk of strategy has just reminded me – there is no mention of competitive advantage in the report either. For example, if everyone is using Amazon for everything, how do organisations gain competitive advantage? That’s a pretty fundamental point here.

但要完成积极的，最后一页为我们提供了这一点，这真的是对专业领导者的强大呼叫。

这两种情况都表明，领导者需要识别，评估和挑战框架的假设和规范，以框架计划计划的典型努力。战略盲点限制了临界反思。PSM专业人员可能会发现他们的领域迁移到未来，这些未来不会提供他们组织所需的东西，他们不想要，以及他们没有准备好。

总之，我的建议是，你浏览了两种愿景的部分，并将追逐，对采购的影响。这并没有觉得报告已经产生了尽可能诚实的争论 - 也许我们可以在这里开始更多。所以一旦你读过它，让我们知道你的想法。