Click the Image Below To Watch the Video
Behind your words, Kate Vitasek, you have indirectly hit on the main reason why most procurement digital transformation outcomes disappoint CPOs.
Here is an excerpt from the article “Why it’s time for service provider leadership to step out from behind their organizations’ logos” – https://bit.ly/3R2SdT9
“Instead of company names, we should know the names of the people behind each one. Who are they, what is their experience and expertise, and do they have “the team” that can work with our team to make it happen?”
One CPO said they got a “solution map migraine” when they searched for a provider.
While technology and money are “important,” relationships are the linchpin for success. The best solutions and the best cost mean nothing if the relationships and corresponding benefits are not aligned.
Here are a couple of comments regarding the above post. What are your thoughts?
Thanks Kate Vitasek, thnaks Jon W. Hansen. Absolutely resonates with me. It’s crucial shift needed in the approach to negotiations and contracting. The essence of Dr. Langley’s study rings true — fostering long-term relationships and investing in advanced technology are key to sustained success.
Procurement goes beyond transactions; it’s about building enduring partnerships.
Jon W. Hansen I love “solution map migraine” – so true. Indeed firms need to look at people behind solution providers and seek out those who are best suited to help meet inventory management and supply chain digitalization objectives. Larger firms are not necessarily better firms …and smaller firms are not necessarily the cheapest. When it comes to buying commodity items, procurement processes make a lot of sense. When it comes to complex solutions that rely on innovation and hustle…. IT procurement teams may find themselves being more challenged to add value to firms.
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Procurement Insights
What’s The Cure For Solution Map Migraine?
Posted on December 22, 2023
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Click the Image Below To Watch the Video
Behind your words, Kate Vitasek, you have indirectly hit on the main reason why most procurement digital transformation outcomes disappoint CPOs.
Here is an excerpt from the article “Why it’s time for service provider leadership to step out from behind their organizations’ logos” – https://bit.ly/3R2SdT9
“Instead of company names, we should know the names of the people behind each one. Who are they, what is their experience and expertise, and do they have “the team” that can work with our team to make it happen?”
One CPO said they got a “solution map migraine” when they searched for a provider.
While technology and money are “important,” relationships are the linchpin for success. The best solutions and the best cost mean nothing if the relationships and corresponding benefits are not aligned.
Here are a couple of comments regarding the above post. What are your thoughts?
David Bateman
Thanks Kate Vitasek, thnaks Jon W. Hansen. Absolutely resonates with me. It’s crucial shift needed in the approach to negotiations and contracting. The essence of Dr. Langley’s study rings true — fostering long-term relationships and investing in advanced technology are key to sustained success.
Procurement goes beyond transactions; it’s about building enduring partnerships.
Neel Sharma
Jon W. Hansen I love “solution map migraine” – so true. Indeed firms need to look at people behind solution providers and seek out those who are best suited to help meet inventory management and supply chain digitalization objectives. Larger firms are not necessarily better firms …and smaller firms are not necessarily the cheapest. When it comes to buying commodity items, procurement processes make a lot of sense. When it comes to complex solutions that rely on innovation and hustle…. IT procurement teams may find themselves being more challenged to add value to firms.
30
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