Does your procurement team need a mission statement?

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大多数公司使用特派团和愿景陈述来指导他们的行为，决定和文化。但是，也可以使用任务陈述within公司的功能团队和业务单位。这些可以为可能被低估的群体提供新的目的和身份，或被视为官僚主义必要性而非福利。采购领袖，问你自己：我需要一个使命宣言吗？

在采购的情况下，从反应和交易到战略和故意的重新调整，沟通共同的愿景，战略目标在本集团中对齐。这是特派团陈述进来的地方。

使命陈述对于让团队中的每个人以及IT支持的人来说非常有用，并在统一的愿景和目标上集结。在任何任务声明的开发过程中，在受影响的小组内沟通和创建买入并与可能影响的外部利益攸关方进行沟通和创造出来至关重要。了解变更如何影响各种群体，如金融，人力资源，运营，以及建立采购使命与业务部门和整体公司之间的对齐的关键。

如何使特派团的陈述是可行的，并嵌入团队的心态？

节省，多样性支出和其他定量因素将始终是采购记分卡的关键措施，但定性因素呢？那些经常被忽视但往往是在采购团队使命的核心的“无形资产”呢？

Answers to the following questions will help define a procurement team’s mission statement, as well as identify where improvements are needed:

• 组织是否超越购买并实现与战略合作伙伴的成功合作？
• 该团队是否融入了商业决策，以确定减少业务部门之间需求或合并在业务部门之间的持续时间以推动体积激励措施的机会？
• Are reductions in total cost of ownership captured because of the team’s working knowledge of the company’s operations?
• What does success look like and why?
• 一旦组织达到目标，一旦达到目标就会清楚的指标？
• 组织在理想的未来国家采用了哪些新功能？
• What are the current challenges to overcome?
• Do we measure success by dollars saved or social responsibility? Or do we measure success by something else altogether?

Once a roadmap is established to address the gaps made evident by the previous questions, the end-state objectives can be used to create the team’s mission and vision — which not only serve as a guide to the ideal state but also a source of inspiration and focus for when the team inevitably struggles to move forward.

These concepts can be applied to procurement teams ranging from 2 to 200 employees. Regardless of the team size, a common understanding of team purpose and identity as articulated in a mission statement provides the motivation and focus needed to see the team through to achieving its objectives and continuing a path of growth.

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Author Jordan Dailey is a procurement consultant for ProcureAbility.

他在2019年加入了预购，他能够在组织开发和供应链管理中申请他的专业知识，以帮助他的财富500个客户。

在加入采购率之前，乔丹在国际贸易和物流中工作。

He has a B.S. in Organizational Development and an MBA specializing in supply chain management from the University of Houston.