| | NOVEMBER 202119CIOReviewAnother example occurred when an incumbent software reseller lost a six-figure order based on their lack of attention to the details we communicated and slower response. The overall customer experience working with their competitor was much more delightful and the price was lower too.3. ResponsivenessResponsiveness is equally important as active listening. An example of this is pursuing an executive for his signature on a high six-figure contract for over 3 weeks. After instructions were provided, multiple reminders were sent and pending disputes with the supplier were resolved favorably, there is simply no excuse for the non-response in this case.As Procurement professionals we are frequently targeted by unrelenting cold calls, unsolicited email and/or voice messages for prospective products and services. This can be a time stealer, irritant and distraction in our daily obligations to internal customers and existing suppliers. Realistically we cannot accept every offer or meeting request and I truly hope that the opening paragraph above will be a helpful reminder in providing measured responses. Recall that diplomacy is the art of saying no and making others feel good about it.As we look to the future, resilience is about our ability to recover readily to our pre-Covid position. Although the recovery time is unknown, I want to identify some trends to consider.Growth and acceptance of remote workArguably the biggest culture shift to emerge from the 2020 pandemic. Conducting business virtually has become the new normal as companies have been forced to adapt and overcome restrictions on commuting to the workplace and corporate travel. The already high sense of responsibility to keep employees and their families safe, will continue for the foreseeable future. Shifting to the evolving workplace will require new skills, self-service learning resources and recognition of our own unconscious biases, to be effective. Personal space and distance will play an important role in the solution to the pandemic, and this will influence the corporate workplace and how we interact with one another and external parties. We can expect to see a higher preference for virtual meetings, reluctance to use commercial travel and be away from home. This trend will demand that businesses continue to invest in workplace technologies, scalable and secure infrastructure and resources to enable the virtual workplace. Return-to-the-office plans will lead to new policies and greater focus on adhering to safety and hygiene protocols.Shortening of supply chainsRelated to the above trend will be the pressure from corporate boards and executives to consider nearshore or onshore delivery models over offshore delivery of IT services. The Geopolitical landscape will also motivate companies to re-examine their manufacturing strategies as escalating nationalism in Asia, Europe and the US continue to undermine global trade. Do not be surprised to see decisions to move factories and relocate supply chains closer to corporate headquarters sooner rather than later.Business ContinuityPerhaps 2020 has increased the scope of considerations for business continuity in many companies, and for Procurement this is directly related to resilience in the supply base. My own company has experienced the priceless value that relationships and a relentless can-do spirit can have in managing through a crisis. Executive commitment and willingness to be involved in strategic Supplier Relationship Management (SRM) will continue to deliver extraordinary returns despite the best BC plans.I would be remiss by concluding without saying "have a nice day". Larry Mohammed
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