EDITOR’S NOTE: Technology has and will continue to evolve from punch cards, floppy disks, and CP/M to Windows, Zettabytes, and AI; the one constant piercing the timeline is that technology alone has little to do with digital procurement success, but stakeholder communication and collaboration.
Check out the three case references below to learn about the common thread of success over the past quarter century:
1998 – Department of National Defence – Are you chasing solutions or solving problems? (Part 1 of 3)
2007 – Commonwealth of Virginia’s eVA – Yes Virginia! There is more to e-procurement than software! (Part 1)
2024 – Colgate-Palmolive – Latin America E2E Supply Chain 2024 Engagement and Goal Alignment Meeting
1998
“I want to re-emphasize this one point: the groundwork for what we accomplished occurred before the technology was introduced.
One of the first things I did was understand what role the other stakeholders or “agents” played in procurement’s success.
In the past – and unfortunately, present day, most organizations never looked outside the department when deciding on a solution to improve the procurement process and performance. This siloed thinking meant that no matter how well the technology worked, technology underperformance and failure were inevitable outcomes.”
2007
It is incredible how the core foundation for success was the same in 2007 as in 1998. The following excerpt from the 2007 post – https://bit.ly/3SUWxml
“Bob’s statement that government is not just a “single business” but is actually comprised of many different “lines of business” tweaked my interest. This was due to the fact that the majority of e-procurement initiatives are championed by senior-level managers who recognize the potential of a technology-centric program but lack a firm understanding of operational challenges and, therefore, underestimate the impact of a proposed strategy at the department level.
The recognition on the part of Virginia that government goes beyond a mere org chart but is actually comprised of Higher Education, K-12, Corrections, Public Safety, Transportation, Health, Social Services, and Construction, etc., meant that they really understood the “special needs, special rules and special challenges” associated with the procurement practice of each entity both individually and collectively.”
2024
Here is an excerpt from the recent post by Gonzalo Canteros-Paz from Colgate-Palmolive that is timeless from the standpoint of procurement success regardless of the year and technological advances.
“We dedicated a full morning to making our team even more integrated while boosting our ability to be curious, creative, and innovative. We covered our key priorities and established our execution plans by having very open and authentic discussions. We listened to our top business and functional leaders’ expectations, and we got external with key partners like Accenture, DHL, Alpla, Dematic, Smurfit, and others.”
What are your thoughts about the “common thread” for digital procurement success?
30
Procurement Insights
1998 to 2007 to 2024 DND, Virginia and Colgate-Palmolive’s Timeless Formula For Digital Procurement Success
Posted on February 7, 2024
0
EDITOR’S NOTE: Technology has and will continue to evolve from punch cards, floppy disks, and CP/M to Windows, Zettabytes, and AI; the one constant piercing the timeline is that technology alone has little to do with digital procurement success, but stakeholder communication and collaboration.
Check out the three case references below to learn about the common thread of success over the past quarter century:
1998 – Department of National Defence – Are you chasing solutions or solving problems? (Part 1 of 3)
2007 – Commonwealth of Virginia’s eVA – Yes Virginia! There is more to e-procurement than software! (Part 1)
2024 – Colgate-Palmolive – Latin America E2E Supply Chain 2024 Engagement and Goal Alignment Meeting
1998
“I want to re-emphasize this one point: the groundwork for what we accomplished occurred before the technology was introduced.
One of the first things I did was understand what role the other stakeholders or “agents” played in procurement’s success.
In the past – and unfortunately, present day, most organizations never looked outside the department when deciding on a solution to improve the procurement process and performance. This siloed thinking meant that no matter how well the technology worked, technology underperformance and failure were inevitable outcomes.”
2007
It is incredible how the core foundation for success was the same in 2007 as in 1998. The following excerpt from the 2007 post – https://bit.ly/3SUWxml
“Bob’s statement that government is not just a “single business” but is actually comprised of many different “lines of business” tweaked my interest. This was due to the fact that the majority of e-procurement initiatives are championed by senior-level managers who recognize the potential of a technology-centric program but lack a firm understanding of operational challenges and, therefore, underestimate the impact of a proposed strategy at the department level.
The recognition on the part of Virginia that government goes beyond a mere org chart but is actually comprised of Higher Education, K-12, Corrections, Public Safety, Transportation, Health, Social Services, and Construction, etc., meant that they really understood the “special needs, special rules and special challenges” associated with the procurement practice of each entity both individually and collectively.”
2024
Here is an excerpt from the recent post by Gonzalo Canteros-Paz from Colgate-Palmolive that is timeless from the standpoint of procurement success regardless of the year and technological advances.
“We dedicated a full morning to making our team even more integrated while boosting our ability to be curious, creative, and innovative. We covered our key priorities and established our execution plans by having very open and authentic discussions. We listened to our top business and functional leaders’ expectations, and we got external with key partners like Accenture, DHL, Alpla, Dematic, Smurfit, and others.”
What are your thoughts about the “common thread” for digital procurement success?
30
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