Articles

Career Development In A Crisis

This article was originally published in the Spring 2020 edition of The Procurement and Spend Management Insider report.

As you’ve read above, the procurement, supply chain and spend management communities are taking this unique opportunity to prove their value in the midst of a truly global crisis. Procurement and supply chain is in a lead role for many companies, acting as the guiding light for organisations with supply chains under immense stress or sourcing new components for essential medical equipment required by health services all over the world.

We should be proud of the contribution and celebrate it when the opportunity comes along, whenever that may be. Hopefully it won’t be too long before we see our colleagues in a work or social setting!

We should also appreciate the fact that these unprecedented circumstances are offering some amazing opportunities for personal growth for the people involved.

There are opportunities to do different things that might not happen under normal circumstances in supplier collaboration and innovation. There are new challenges managing supply chain risks and visibility across multiple tiers of the supplier base, particularly for companies that rarely look beyond tier one suppliers.

For leaders, the need to bring your teams together to achieve great feats of teamwork whilst remote working presents real challenges. Employers and stakeholders are relying on you to adapt to these changes with the future of your business on the line.

For many senior management teams, seeing how your suppliers are adapting in these circumstances and understanding what they are capable of when managing their own crisis, fighting for survival, fighting for supply is a real eye opener.

Maybe you urgently need to find a new supplier or get to the front of the queue with existing ones? How are you doing that?

Whether it’s working with your stakeholders, customers or colleagues in new ways, making progress in circumstances where tools that you have traditionally relied on aren’t necessarily available to you, or overcoming problems when everything you have traditionally relied upon goes out of the window, this is all great professional experience.

And what should you do with it? Well one thing you can do is keep a diary of this period. You should document what you are doing, maybe share experiences with current and past colleagues, see what they are doing, what they are learning and what you might have done differently with the benefit of hindsight.

Because at the end of all this, it will be a great time to strengthen your CV because these are all great learning opportunities that are providing experience that will prove invaluable in the future. Experience that could be the key to your next promotion, internal or external job move because you now have knowledge that could prove invaluable when we work out what the new business environment looks like after all this.

And what if you aren’t on the front line, what if your company has furloughed you or doesn’t see the value of what procurement can contribute? Well don’t despair because that means you’ve got more spare time during all this which, if used wisely, could be very beneficial. There are so many valuable resources available to consume that will help you get some professional development.

Andrew Daley made a video about how to prepare yourself for the future of procurement. In it, he gives some guidance on how you can take responsibility for your own personal development, and for those that have more spare time than normal now is the time to embrace his suggestions and his six point plan to protect the future of your career.

You can access the video here.

Coronavirus Response – The Vendor View

This article was originally published in the Spring 2020 edition of The Procurement and Spend Management Insider report.

Most organisations have faced challenges they just haven’t seen before in recent weeks. Many have relied on their procurement and supply chain teams to act quickly and decisively to address those challenges, whether it be urgent cost saving activity or managing supply chain risks and stresses they might never have imagined.

The stories that we are about to share demonstrate how companies have been relying on their digital procurement and supply chain solutions partners to deal with some of the challenges they face. They also demonstrate the value of having adopted these solutions in better economic circumstances and perhaps send a message to those that had yet to truly embrace the era of digital transformation.

SAP ARIBA

SAP Ariba was possibly the first solution provider to make a high profile move by opening-up Ariba Discovery by giving free use to customers and suppliers. They advertised this via their website and social media as soon it became clear that Covid19 was developing into a global supply chain crisis.

“We are witnessing unprecedented disruption to global supply chains as the effects of the Coronavirus continue to unfold,” said President of SAP Procurement Solutions Chris Haydon. “By removing barriers we aim to help accelerate connections between buyers and suppliers so they can quickly fulfil immediate supply needs during this time.”

Here’s a real life example of how this is helping out in the current crisis:

In March of 2020, ViaQuest Home Hospice was in short supply of personal protective equipment (PPE). In less than a day, SAP partner Premikati got ViaQuest ready to use SAP Ariba Spot Buy via the Premikati Marketplace.

By 4:00 p.m., ViaQuest had placed their first order for safety glasses. By 8:00 p.m. the much-needed glasses were shipped.

In addition to this SAP told us that: “To help buyers proactively analyze the overall risk associated with potential disruptions in their supply chains, SAP Ariba and Qualtrics created Qualtrics Supply Continuity Pulse. This offer is valid to new Qualtrics accounts for up to three months.”

The Qualtrics solution “combines procurement and experience management expertise from SAP Ariba and Qualtrics to deliver a pre-configured solution to help procurement and supply chain leaders quickly gain visibility into the health of their suppliers”.

SAP recognised that during this time of uncertainty and high stakes, active listening, visibility and collaboration are more critical than ever. To help buyers proactively analyze the overall risk associated with potential disruptions in their supply chains, SAP Ariba and Qualtrics created Qualtrics Supply Continuity Pulse.

Procurement and supply chain leaders can quickly launch this pre-configured solution, which issues a questionnaire to suppliers and reverts results immediately after suppliers respond. This supplier feedback can be used to help identify:

  • potential supply constraints and jeopardized delivery timelines;
  • areas to optimize business continuity and recovery plans; and ways to collaborate with and assist suppliers to help them meet demand.

As part of the launch of this initiative, Chris Haydon said: “We are trying to do what we can right now to help companies navigate this new world of unprecedented disruption. With Qualtrics Supply Continuity Pulse, we aim to help buyers gain the visibility they need to understand the operational status of their suppliers in near-realtime so they can better manage risks and disruptions.”

SAP has created a landing page with all available offers designed to help clients manage disruptions caused by Covid-19. As more offers are rolled out, you’ll find them here.

To us, this is just the sort of response that was required from one of the sector’s long standing leaders. We know from speaking to some of our long standing contacts in the SAP Ariba business that they are as busy as ever, working from home, doing all they can to support their customers and strengthening their business relationships in the process.

ROSSLYN DATA TECHNOLOGIES

Rosslyn was very quick to react on behalf of its existing customers, immediately recognising that global supply chains were facing unprecedented challenges and risks.

Their initial communication to customers outlined that “the ever-changing landscape of countries affected and the knock on effect on global supply chains will need to be closely monitored by procurement and supply chain teams.”

To help existing customers with this business critical issue Rosslyn told them: “We have built a Covid-19 Supply Chain Risk dashboard for you. This dashboard will be provided on your RAPid home page as a separate Business Application titled GeoPolitical Risk Dashboard.

“This dashboard will be refreshed on a daily basis to help you with your efforts to stay on top of the changes within your supply chain. We will be providing this information free of charge to all of our valued clients. We will be fine tuning and updating this dashboard as quickly as we can. All updates will be provided free of charge to existing customers.

The dashboards will reflect your current data held within RAPid as of your last data refresh. As with all of your dashboards you can select and view data by category, supplier, country etc.”

One customer commented: “I appreciate that you have created this free for us, great customer service, this will no doubt be very useful as we plan our emergency supply chain process.”

This quick, effective response from Rosslyn has been greatly valued by customers across multiple industry sectors and helped identify many cost saving opportunities to particularly short time frames. We’ve all heard about the power of data for procurement, this is a great example of how companies that have embraced it are benefiting.

Further information about Rosslyn can be found here. www.rosslyndatatech.com

HICX – FOR BAE SYSTEMS, ACCURATE SUPPLIER DATA PROVES ITS WORTH

Here HICX tell us a great story about what they’ve done with one of their key customers:

There are many reasons why a single source of truth for supplier data is essential for large enterprises, and much emphasis is rightly placed on the strategic benefits associated with supplier collaboration, joint innovation, risk and performance management and seamless integration of supplier data across multiple systems. But during times of crisis, such as we’re seeing with Covid-19, an even more fundamental benefit quickly re-surfaces: who are our suppliers, and how do we effectively communicate with them all?

For large organisations with tens of thousands of suppliers, having supplier data spread across multiple systems, with duplicates, gaps and errors makes even answering these apparently simple questions something of a nightmare.

There are three steps which look simple, but without perfect supplier data, will seriously hamper a business as it responds to a crisis.

Firstly, where are our suppliers located? With the timing, magnitude and response to the Covid-19 impact varying so significantly, not just by region but by country, an accurate picture of risk has to be based on precise information about where suppliers are located.

Secondly, once you know where the suppliers are, do you have accurate and up to date contact information in order to be able to communicate with the right people?

And thirdly, even if you have accurate company and contact data, how exactly will the business communicate efficiently and quickly with the supplier community?

A single supplier information management system, designed to manage the end-to-end lifecycle of the supplier relationship, and built on sound supplier data management foundations, will enable very rapid and highly efficient communication to the right contacts at the right supplier unit, and in a way that delivers genuine business intelligence to support the critical decisions Boards need to be taking.

As a long-term customer of the HICX Supplier Management Platform, BAE Systems is already feeling the benefit of having this foundation in place. “We sometimes take it for granted but, without HICX, in a situation like this I don’t know how we would manage to contact 30,000 suppliers and build a picture of supplier readiness to support our continuity planning,” said Jerry Grable, Director, eBusiness at BAE Systems, Inc. “It would take a whole team of people pounding the phones for days or even weeks to do something I’ve been able to do on my own in a matter of hours.”

In response to the crisis, HICX is also providing a free-of-charge add-on module to its Supplier Management Platform that will enable companies like BAE to take the next step in understanding their potential supplier impact. Firstly, by mapping real-time and continuously changing Covid-19 outbreak and response data to a company’s own unique supplier footprint, and secondly by enabling fast and comprehensive surveys of supplier readiness without the need to email and then collate thousands of responses.

HICX estimates that the majority of businesses over $1B in revenue already rely on third parties to generate 50% or more of their total economic value, making it more important than ever that companies treat their supplier relationships as a board-level concern, and that starts with accurate supplier data.

Further information about HICX can be found here.

C2FO – WALMART AND DANONE SUPPORT THEIR SUPPLIERS

On a normal day, C2FO runs 250+ cash flow optimisation programmes for large corporates (including 25 of the 100 largest companies in the world) which spend $trillions with their suppliers every year. Due to the unique way that our platform works, we not only see which suppliers are interested in getting paid early (by the corporates or their banks) but precisely how much each individual supplier wants that capital to thrive or survive. As a result, we’ve seen the strain on supply chains and the increase in suppliers’ need for cash match the inexorable spread of Covid-19 across the globe.

We watched as demand from suppliers in China exploded in the run up to Chinese New Year. As the virus spread, we saw similar supplier behavior in EMEA and The Americas with demand for accelerated payment from SMEs increase more than tenfold.

Fortunately, our customers could map the impact on their suppliers from the near real-time data the technology provides and assess the damage that breaks in their supply chain could have on their business, now and when the health impact of the crisis subsides. As everyone knows, good suppliers are hard to find and harder to replace.

Here are a few of the heartening ways in which customers have helped their suppliers to survive and in other cases, have made it more likely that some of us will survive:

Walmart – dedicated cash flow for the most vulnerable suppliers

Walmart didn’t get to be the largest retailer in the world (> 2.2m employees, turnover > $500bn) by ignoring the needs of their suppliers. Before the crisis could bite chunks out of their supplier chains they concluded that the most efficient and effective way to get liquidity to their SMBs, which make up more than two-thirds of their suppliers, was to create a dedicated section of the C2FO platform for them and automatically focus support at especially low rates of finance exactly where it was most needed. As a result, the uptake has been extraordinary with thousands of suppliers that have never used the platform before signing up in just a few weeks.

Danone – rapid deployment of new technology
As a top 10 global food manufacturer that sells its products in more than 120 countries, Danone has experienced disruption to its operations as well as unprecedented, localised spikes in demand for its products, as customers raced to the shops to prepare for the worst. To help address this, it slashed weeks off the deployment of its supplier early payment technology.

“It is imperative for Danone to support its suppliers in their financing needs. Fortunately, C2FO allows us to make the most of our customer-supplier relationships, by implementing a flexible solution for us and personalised financing for them. The use of a digital solution is an advantage that will strengthen our links with our partners in a secure and efficient environment,” explains Yves Pellegrino, SVP Corporate Finance, Control and Services at Danone. You can read more here.

European top five medical device company – ramping up production of ventilators

While this company has been using C2FO for a couple of years the challenge for their supply chain was somewhat different: how to pay for the prodigious increase in resources required to satisfy the global demand for ventilators. The solution, was at their fingertips, allocated dedicated liquidity to those supplier partners at the tightest pinch points in supply.

RISK METHODS

We are currently supporting procurement and supply chain professionals with a variety of tools and sources of information.

We offer non-customers a special Coronavirus Supply Chain Visibility Kit which we designed just in time for this current crisis and is available until May 31 for special conditions. It gives organisations immediate insights into how their suppliers and supply chains are affected by various factors, for example, lockdowns, transportation barriers such as closing of borders, ports and airports, Force Majeure or bankruptcy.
We are providing a Coronavirus daily update summary by email which helps people understand the impact on their businesses.

It covers:

  • Status Quo
  • Impacts
  • Implications
  • What to expect with regards to global supply chains
  • Recommendations
  • Short and long-term actions

We have also organised a series of helpful webinars with industry experts and customers. Earlier in April we had a webinar entitled How to Protect Your Supply Chain During Times of Crisis with TIm Mishchiara, VP of Global Sourcing at Chamberlain Group. In May we have one with Forrester entitled Beyond Coronavirus: Finding the Right Balance for the Next Normal. All our webinars can be found here.

The riskmethods Solution helps customers to identify risk early, assess the impact and mitigate. This is particularly helpful in the Coronavirus crisis. Here is our customer Swiss Steel talking about how The riskmethods Solution supported them.

SIEVO

Another procurement analytics business that was quick to recognise its ability to support its customers was Sievo. They told us that: “Understanding the supplier base to be able to mitigate risks is crucial and that’s what we can provide to our clients. On top of the standard procurement analytics offering, we developed Corona Response Analytics a few weeks ago and that has been a really popular subject. There have been about 800 registrants in our webinars about that topic.”

They consider building the Corona Response Analytics dashboard to be “our biggest effort in supporting customers during this period. It combines customer spend and supplier data in Sievo with external data sources on the spread of the epidemic (Johns Hopkins University data) and supplier risk (including data from RiskMatters). Customers can also bring in updates from their suppliers, as they work to build an understanding of their spend-at-risk, status of suppliers etc. In crisis times, having a single source of truth for procurement spend is increasingly important.”

Sievo offered these observations from their customer base:

  • Some customers are shifting from a monthly to weekly refresh cycle with their spend data to track their situation more closely. Many customers are already on a weekly cycle, but we’re moving quickly to set it up for those that would like to switch
  • Primary questions for many have been: are a) my suppliers ok / financially stable? and b) what are my alternative suppliers for (single-sourced) categories or components.

So some great examples of how technology vendors are really making a difference at such a difficult time for their customers.

We’ve heard several other stories about vendors really making a difference for their customers, most notably the likes of Jaggaer and Proactis supporting the sterling work being done by their public sector clients in areas of critical, high demand like PPE.

What’s clear to us is that procurement and supply chain professionals are really reaping the reward for having invested in these solutions and training their people to use them. It’s giving people great career opportunities (more of that later in the report) and reinforcing the case for the digital transformation of the procurement and supply chain.

Many people believe this could be a catalyst for accelerated digital transformation in several industry verticals. We’ll be observing that closely over the coming months. Further information about Sievo can be found here. sievo.com

You can download the full version of our Insider report here.

What to Expect when you Recruit in a Recovering Market

Blog - Andrew Daley on recruitment and career development

Covid 19 is throwing the global economy into a deep recession. That much is obvious. What is less clear is when the recovery starts and how long it will take.

From an individual business perspective the beginning of your revenue recovery will depend on what industry you are a part of, or supply to, but reading between the lines many economic forecasters are expecting the worst for the remainder of 2020 with an equally sharp recovery starting in 2021.

So if your business starts to see green shoots towards the end of this year or early next, what can you expect when you look to strengthen your team? Will recruitment be easy or hard given the wider economic circumstances?

The answer is a bit of both.

Hiring people in what was, pre-Covid, a specialist, candidate short market may become easier because most industries will see some redundancies.

Furlough schemes in Europe are expected to taper off during Q3 leaving employers to pick up at least a portion of their furloughed employees wages or start making redundancies. It feels inevitable that a number of skilled, experienced workers will be forced into the job market.

Naturally, they become active job seekers, sending their CV directly to advertised positions and registering with sector specific recruitment agents. In short, the availability of previously hard to find skill sets and specific sector experience improves considerably.

In addition, the candidate’s negotiation position on salary is a lot weaker. Whilst gainfully employed pre-crisis they would only move for a decent increment in remuneration. Now, they are more than likely to be happy with parity with their last salary, making them cheaper on your payroll.

In summary, finding candidates is easier and they cost less to hire.

However, and this is the uncomfortable bit, companies often use a period of cost cutting to jettison their weakest performers. Sure, it’s the position that gets made redundant not the individual but, off the record, many senior decision makers ensure their best people get retained whilst below average head for the exit.

This begs the question: Are the newly available and relatively inexpensive candidates really the people you want to hire?

Naturally, there will be some high performers who are merely a victim of circumstance and they are the hidden gems if you are hiring, but buyer beware of every CV that ends up in your inbox. And prepare yourself, if past recessions are anything to go by, there will be an awful lot of applicants with very little relevant experience swamping your inbox or overwhelming your recruitment team.

So let’s say you pick up a couple of excellent new employees from the huge flux in the employment market but you still have positions to fill. You decide to contact directly, or via a recruiter, potential candidates working in your competitors.

This is where you can expect it to be even tougher than pre-Covid hiring. Why?

From personal experience of approaching hundreds of candidates, I know you will get a much higher incidence of one of these two reactions.

“My current company has been loyal to me through a very difficult period, I feel I owe them that loyalty back”

or…

“The economy still looks uncertain at the moment and I don’t want to take the risk of moving jobs”

No matter how attractive your company, job or salary is, these are very difficult objections to overcome.

So how do you react? The best way to deal with this is three-fold.

Firstly, ensure whoever is doing your recruiting (internally or third party) is a fantastic ambassador for your company and can brilliantly convey your job proposition to a prospective candidate thus maximising the chances of them getting interested and wanting to take it further.

Secondly, make sure the list of candidate targets is long enough to give you a strong chance of finding those who are willing to take the risk of a job move. Yes, it’s a numbers game and a real test of thoroughness.

Finally, start pipelining candidates before you are ready to hire. In other words, reach out to candidates who look like they could be a fit for your organisation and start a dialogue. Be transparent about when you are hoping to hire and view this as investing in a relationship via regular, meaningful contact.

In an economy as volatile as this, individuals’ circumstances and attitude towards a job move can change very quickly in your favour. If you have established contact and credibility with them you are already ahead of your competitors in your pursuit of the best possible talent.

Simon Edbury

simon@edburydaley.com

Is recruitment about to get harder?

 

We offer some valuable insights into how recruitment actually works in a market like the one we are about to experience as the global economy gets back on its feet.

We are all hearing about how the Covid pandemic is changing the world as we know it and it’s pretty clear that it’s going to affect employment markets, hiring trends, and potentially recruitment activity but do you actually understand what this means for the mechanics of the job market?  If you don’t then how will you understand the changes and take advantage of them for your organisation? For many, making the assumption that you will automatically have lots of good candidates applying for your vacancies who will be willing to accept reduced salaries is a misconception.  It’s also a dangerously floored strategy.

Now for many years recruitment in these markets has been what we recruiters call “candidate-driven”. i.e. there is a shortage of specialist skills so those that offer them are often in high demand when they come to the market, and this puts proven candidates in a strong position when it comes to selecting who they work for. It also strengthens their hand when negotiating salary.

Recruiters like us spend a lot of time nurturing our relationships with these people so they decide to consider moving roles we are the first to know and can give our clients the first opportunity to hire them – this is a fundamental benefit of our Talent Intelligence offering.   Specialist recruiters also spend a lot of time actively headhunting these people for open roles in our clients in order to find talent to fuel their headcount growth.

A good example of this is software sales and presales people who truly understand the value proposition of procurement solutions to the client community.  This has come about because the market has grown quicker than the talent pool can keep pace with and is one reason why such people command very high basic salaries – the simple demand/supply equation.

One major impact of Covid is that many organizations are reducing headcount or at least taking their foot off the growth pedal which reduces demand.  So it’s quite likely that we could move to a “client-driven” market.   This appears to be great news if you are a hiring manager from a growing software company, but is it all good news?

If you look at why people are coming into the job market in the current climate, they fit into three main categories:

Made redundant – employers have had to cut costs drastically to survive and have to lose people quickly.  These people have largely been unfortunate and will include both top and underperformers as well as those in between. The trick is knowing which of those categories they fall into – it’s our job to know this and/or find out for our clients.

Fearful of employers long term stability – the financial implications of Covid are massive with many companies seeing a drastic reduction in sales in recent months.  The impact of this is clear, especially to those close enough to the leadership team to have an insight into decision making.  There are some excellent people who have been retained by their employers because they are such strong performers that are keeping a close eye on the job market in case there is a better option available to them.  People who fall into this category often reach out to recruiters like us to let us know they are potentially in the job market.  We’ve probably tried to headhunt them for roles in the past or helped them move jobs at some stage.  This is where our specialist market expertise enables us to be talent magnets and get access to people that others can’t.

Unhappy with decisions made at the top of the organisation in the current crisis – business leaders have had to make some tough decisions recently.  Often these decisions are questioned by people in the organisation.  Time will tell who calls it right and wrong but frustration with those above you in the management structure has always been a key driver in people wanting to move jobs.  The net result is the same as above – they come to people like us that they know and trust to keep an eye on the market for them.

So what does all this mean to you as a hiring manager?

Do you use valuable time and resources to sort through the huge numbers of job applicants to try to find the right hires and hope you get it right?  The benefits are that you will make use of your internal recruitment/talent attraction/HR team and save on recruitment fees in the process.

However, it’s likely that you will miss out on that specialist market insight and background information that will help you hire the top performers I refer to above.

So do you engage a specialist to guide you through it and increase your chances of  success because:

We save you time and resources and therefore money.

We put proven high-quality performers in front of you quickly.

We don’t waste your time with unsuitable candidates who may be unqualified, lacking relevant experience or have patchy track records of performance.

If you want to read a brief summary of how we are able to do exactly this for our clients, you can read about our Talent Intelligence approach here.

If you want to discuss how we can help you with these particular challenges please contact me via andrew@edburydaley.com or +44 7711 715258.

Andrew Daley

Director – Procurement & Supply Chain Technology

CVs, LinkedIn and Video: How to succeed in your job search

If you are in the job market right now your personal brand needs to be as strong as possible in three key areas. 

Your CV needs to be punchy and impactful, your LinkedIn profile must attract the attention of specialist recruiters and talent teams and you need to be brilliant at video interviews.

If you don’t know where to start or just want to make sure you have everything fine-tuned we can help you with our three “How to….” guides.

CV Writing

What makes a great CV better than a good CV? How long should it be? Should you include all your academic qualifications and early career jobs? Should you use a personal statement and, if so, what should you write?

Video Interviewing

More than ever before video interviewing is going to be a staple first stage in many companies’ hiring process. But many people have little or no experience of being interviewed by video. How did you avoid unintentionally looking disinterested? What do you wear? How do you create better virtual eye contact with the interviewer?

LinkedIn Profile

You already know that LinkedIn is the go-to resource for most recruiters but how do you make sure you aren’t overlooked for a great job? How do you make your profile as searchable as possible? What proactive steps can you take to get more views of your profile and build your online persona?

If you would like one or all of the documents just email us at info@edburydaley.com stating which you would like and we’ll email the pdf documents across to you.

Talent Intelligence – The Future of Procurement Technology Recruitment

In a fast paced market like procurement technology, service providers like us can’t operate in isolation. Whilst our deep market knowledge has enabled us to see the patterns and market trends as they emerge, we need to stay close to our clients to understand their challenges and adapt our services to meet their needs, now and in the future.

So our recent client audit was undertaken in order to understand what our clients truly value in our services. We wanted to know what the expectations were from the digital procurement community and how those expectations are likely to evolve in the future.

It’s been a fascinating, rewarding process giving us vital information.

We’ve used that information to help refine and improve our service delivery and define the value we add to help potential customers understand what we offer.

This is the result:

Imagine the benefits of partnering with a recruiter that has deep sector knowledge. One that maps the market and knows it intimately, often identifying a company’s recruitment requirements before they are even aware of their own needs. One that boasts a strong network of contacts and pre-qualified candidates.

A recruiter loved by its candidates because it invests time to get to know them, offering regular advice and giving feedback, leading to a more streamlined and professional recruitment process for all involved.

An agency that doesn’t simply tick all of today’s ‘must have’ boxes but, with an eye on tomorrow…

One that has the vision to recognise that, as technology advances, it must anticipate change – in order to help turn visions and innovations into reality – by providing its clients with the right talent in a manner that enables great hiring decisions.

But who presents themselves as that recruitment agency for today and tomorrow? A company that’s passionate about finding the talent that will shape the future of procurement by utilising technology, making it innovative and exciting? A true specialist that invests considerable resources and doesn’t work anywhere else apart from in the procurement technology sector.

One that connects great talent with career development opportunities that result in successful long term appointments, business success and fulfilled employees.

Combining all of our skills and sector knowledge gives us a unique asset and point of difference. It’s the added value that’s a game changer for our clients and what they value the most. We call this Talent Intelligence and if you work with us, it will positively transform how you source your talent, now and in the future.

That’s our commitment to you, that’s what makes us the solution for companies operating across the digital procurement ecosystem – solutions vendors, their consultancy partners and the end users – the cream of the procurement profession.

And the benefits of using Edbury Daley don’t end there. Keeping a close eye on tomorrow, we promise that no matter how quickly procurement technology evolves, we’ll always be there, evolving alongside the market to put the right talent within your reach.

The problems we solve – Problematic business critical roles and how we fill them

The Procurement Technology market has specific characteristics that make hiring for certain skill sets particularly challenging.

If your current recruitment model is failing, It’s likely that it’s because of one or more of the following reasons:

  • Advertising hasn’t identified the right candidates
  • Your in-house or outsourced recruitment team doesn’t know where to look for the right people
  • Your recruitment partner doesn’t have a strong enough network or market knowledge to identify the right candidates
  • The people you want are in high demand generally and could be too expensive for your salary bands
  • The career opportunity you are offering has not been presented to the market effectively in order to get the interest of relevant candidates
  • Your selection process is floored.

A key part of our service is our unrivalled market knowledge and international network of sector specialists and using our Talent Intelligence model we’ll give you access to people that aren’t currently available to you through your existing methods.

The problems we solve – Gain a competitive advantage by hiring from your competitors

The procurement technology market is hugely competitive. Procurement leaders are spoilt for choice when it comes to a range of full suite S2P platforms or the various best of breed solutions. As a solution vendor, how you go to market to achieve a sale and what you deliver to your customer thereafter is, of course, critical to the future of your business.  Do you have the right people in prospect and client facing roles?

Imagine working with a partner who has mapped the entire European market of solution vendors, their partners and customers. One that knows who has the best people, which senior managers are looking to move, what the market is paying for any given skill set and who is receptive to approaches from head hunters like us.

It’s this sort of knowledge that fuels our Talent Intelligence offering and enables our customers to make key hires from their competitors. People who understand the market, the solutions, the customers and the challenges they want to overcome. The sort of people that will make a big impact on your business quickly.

This quote from a long-standing client in ours recent client audit summarises this well: The network or relationships within the space you have and the quality of candidates that are actually pre-qualified and have a demonstrated interest in moving for the right opportunity saved a tremendous amount of time and resources that we don’t have available internally.

The problems we solve – Procurement technology hiring – today and tomorrow

Are you a senior manager in a solution vendor or consultancy partner with big growth ambitions? Maybe you are a CPO who wants to accelerate your digital transformation?

Either way, you will have a plan to achieve your objectives, right?

Part of that plan will require key people to step up and deliver on the goals you agree with them. Some of them maybe in your team already but what about the ones you haven’t hired yet?  

How detailed, how realistic, how achievable are your hiring plans? Do you know what the market is paying for those skills and what the availability is of the people you want? Do you know how and where you will find them? Have you thought about why they might leave their current job to work for you and your organisation?

Our experience is that the answers to these questions are usually inadequate when subjected to real scrutiny. Companies enter the recruitment market with insufficient or inaccurate information and unrealistic expectations and then wonder why it’s so hard to find the right people.  

The role is then open for longer than expected and this impacts on organisational or departmental performance, expectations aren’t met and targets become more difficult to achieve. Does any of this sound familiar?

Want we see from many organisations with their hiring process reminds us of the old phrase “fail to prepare, prepare to fail!” So why don’t companies engage in research in this area like they do in others? You wouldn’t go into a brand new market without researching it would you? You wouldn’t stand up in front of your leadership team and present brave ambitions without having done your homework beforehand would you? 

So why enter the recruitment market to make key hires without any forward planning?

Our clients using our full service offering make consistently more successful appointments, with shorter hiring timescales than average because they enter the market equipped with up-to-date, sector-specific market intelligence.  

Sometimes this requires just a meeting or phone call to scope out a planned business critical hire. On other occasions, a full research project is needed to support a wider hiring plan. But planning makes all the difference and massively improves the probability of success.

If you want to tap into our expertise, please get in touch.

We see things before our clients do – some evidence.

When you have an intimate knowledge of many of the key players in a specific market, you’ve met their people, you’ve helped them hire for key roles and you’ve headhunted people on their behalf from their competitors, it gives you a unique insight into those companies, their people and their place in the wider market.  

Here are some examples of how we’ve used that information to help customers solve problems they were still in the process of identifying.

“Our sales team isn’t up to it”

The new Sales Director of a software firm I know well told me: “I’m not sure about the quality of the sales team I’ve inherited.” I replied: “I am, they aren’t up to your standards.”  He asked why and here’s what I told him:

“I have tried to headhunt some of them in the past and wasn’t impressed at all. They haven’t hit their target in the last two years – that’s why your predecessor got sacked. Morale is low, they all want to move on and if they were top performers they could command much higher salaries in this market. I do have some good news for you though.”

“Oh yes, what’s that?”

“I’ve known we were going to have this conversation since the day you told me you were joining the business and I’ve got some better people in mind for you once you are able to start hiring.”

So now we are working on bringing some of those people in to change the dynamic of the team. He’s working on developing the best of the people he’s inherited and has made some changes elsewhere.

Our insight gave him a head start.

“We need to focus on our customers”

We could talk about several organisations that aren’t investing enough in customer success. They work very hard to win those customers through competitive sales processes then risk losing them with poor implementation and adoption thereafter. Sound familiar?

We will focus on one solution vendor that we know well. I was aware of their specific problems and it was my view that they needed to hire the very best the market could offer to address the various issues their customers were facing.

When they came to me with a requirement to hire into their team I told them very plainly: “you aren’t paying enough for the people you need.” I gave them examples of the people they could afford and I presented two much stronger, more costly candidates that I thought they needed.

There was lots of discussions about budgets, talk of internal barriers and other challenges, all of which I completely understood. Eventually the hiring manager followed my advice to at least meet with the more experienced, stronger candidates to make the comparison. He hired the most expensive one.  

When he called me to thank me for risking my relationship with his HR team by consistently telling them what they didn’t want to hear he said: “In the end, the additional cost on salary is a drop in the ocean compared to what this person will save us in lost revenue by keeping our customers. Thank you for your insight and putting him in front of us.”

“Our digital transformation is floundering”

A CPO told me that her adoption of a full-suite solution wasn’t going to plan. I said: “I’ve heard as much, that’s why I got in touch with you.” She asked how and I told her: “From people involved with competitor vendors and consultancies.”

One of the things you learn when operating in a niche market is that it’s a very small world and people talk, often to ex-colleagues in competitors. So word spreads fast!

She asked me what other CPOs are doing in similar situations. Of course every organisation and every transformation program is different, but I explained that what I was starting to see more of in the market is the hiring of a specialist in this area, someone who has been on this journey in their career before, someone who understand the challenges, the opportunities and the bumps in the road and who can guide you through it all. 

We talked about the availability of such skills, the cost, the interim and full time options available. She’s now building a business case to gain internal budgetary approval to make that hire. I hope she gets it because the people I have in mind for her could make a big difference to the success of this project.