Today, price is no longer sufficient as a competitive lever. Companies have to work harder to remain competitive, and the procurement organisation must deal with:

  • Fast changes in technology
  • Units costs that must be minimised by value engineering and not just global sourcing
  • Moving from a role as supplier of goods to broker of knowledge

These new focus areas have all come with new requirements for the competences in the procurement organisation as new ways of working have been put to use, such as sourcing strategy, category management and supplier development.

IT IS TIME TO FOCUS ON UNTAPPED INTERNAL POTENTIALS

New challenges induce many companies to reorganise. However, reorganisation may not always be the right tool. Our experience shows that that reorganisation cannot compensate for lack in competences; and new competences must be built to face the new reality.

At the same time, companies must maintain the competences that have brought them to the current high level of performance and quality. Current skills must be upscaled and new skills added to ensure that the gap between vision and reality is bridged.

VALCON’S PROCESS FOR COMPETENCE ASSESSMENTS AND UPSKILLING

Valcon’s competence development tool is a data-driven competence assessment tool that will enable you to identify competence gaps and set targets to improve performance by upskilling your procurement function. Our experience shows that driving individual performance and making performance measurable by increasing transparency is critical to executing a successful procurement effort for the specific category. Through this assessment, we will be able to help you design an upskilling roadmap with highly specific focus areas for each individual category manager in your procurement function.

The tool consists of both a self-assessment and a third-party assessment to ensure a holistic and objective picture of the category manager’s competences and way of working. The competence development framework is two-dimensional, taking into account both functional competences (e.g. organisation and planning, communication and influencing, leadership and change and strategy) and business competences (e.g. strategic sourcing, negotiation and contracting, cost and value management, supplier management and risk management).