Registration of participants
Registration of participants will take place from 8.00 onwards
The COVID pandemic simply happened to us, and we simply did not have a direct impact on it. How to proceed? What to focus on? Is our strategy still effective, or do we need to modify it? Or change it at all? Maybe it will be short-lived, and it will pass, and we will go further than before… A bunch of questions started to arise in this situation, but we quickly realised that there will not be much time and that it is necessary to react. “Hoping for the best, prepared for the worst, and unsurprised by anything in between.” Maya Angelou was somehow on our minds. How to maintain relationships? What happens to deliveries? Panic!? We had no experience, but we had to prepare very quickly and decide how to proceed and learn. Once the first shock subsided, we somehow incorporated the new way into our day-to-day operations and moved on. As we all know, purchasing is continuously changing and evolving, and anticipating certain risks and dealing with them, or they simply happen to us, is a great challenge. That’s the charm of purchasing. And that’s why we’re here.
Delivery reliability became the quintessential criterion in 2020. Know-how and profound understanding of supply chains even outside the first tier of suppliers and participants have become key to preventing late deliveries. Even before the onset of the coronavirus epidemic in Europe, the SIJ Group monitored developments in non-European markets, where some strategic raw materials come from. We have established scenarios for the supply of strategic raw materials of non-European origin. We have introduced a geographical diversification of warehouses of suppliers of the essential alloys. With the escalation of transport restrictions, we raised the minimum stock of raw materials from critical areas. In the first half of the year, the supply of critical raw materials was never interrupted. The additional measures taken in the planning of deliveries and stocks enabled us to timely adjust and mitigate supply disruptions throughout the year.
Most companies have prepared purchasing strategies, one way or another. Undoubtedly, it is a great challenge to the purchasing teams and the management and all stakeholders how to implement them, how to update them, what the relevant content looks like, and how to coordinate them at a given moment. In the case of BSH Nazarje, we improve the purchasing strategy process every year, we are all increasingly aware of the need to have it, and above all, we try to take advantage of all the benefits it brings and avoid the growing risks. It is crucial that the purchasing strategy starts with the word ‘Team’ and that it is taken seriously by all the involved in its implementation, i.e. a high commitment to achieving common goals. There is no need to waste words on the need for support from the management.
A good strategy eliminates or minimises purchasing risks. The unexpected occurrence of a pandemic is (unfortunately) also a great stress test of our strategies. It alerts us to risks we may have overlooked or paid too little attention to. What are the new insights into the potential risks, and how to respond to them? Every new situation also means adaptation. Even more important, however, is the incorporation of newly acquired experiences into our future thinking. These are significant and never fully concluded issues that purchasers face. Some concrete examples and findings from Helios will undoubtedly be interesting for other colleagues as well.
Is it essential to transform the way you lead? Why and how to do it? Where are the trends of adequate and appropriate leadership, which will enable the improvement of the organisational climate, the proper commitment of employees and simultaneously even smoother achievement of the set goals?
We will learn what leadership factors changed during the pandemic, how and with what you, leaders, can contribute to developing a proactive organisational culture directly related to effectiveness. We will also touch on key competencies in the field of management in general and purchasing, which due to the situation quickly gained their important role in ensuring the desired performance of individuals, teams and organisations.
In the lecture, we will look at what the pandemic in the purchasing team at Danfoss Trata has discovered. Namely, when we looked to the future a year ago, no one predicted such changes having a critical impact on leading the team, the organisation of meetings, the alienation of personal contact and, undoubtedly, the way of introducing new employees. Today, most are based on what and how we managed and developed the team before the pandemic, i.e. as if someone had set up a mirror for us. Additional challenges are posed by continuous teleworking, inability to travel and personal contact with teams in other countries and, of course, limited contact with the suppliers. How did I react to that as a leader? On all this and more practical experience in the lecture.
For the first time, the Slovenian Purchasing Association will publicly present the Catalogue of Standard Jobs in Purchasing based on the International Federation of Purchasing and Supply Management (IFPSM) standards. This is the first internationally comparable and unified document of job descriptions and job titles in Slovenia intended for managers, organisers of purchasing processes in creating organisation charts, and human resources departments in evaluation. With the presentation and promotion of the Catalogue of Standard Jobs, we are proposing a unified naming and content of jobs into Slovenia’s purchasing process. The document focuses on structuring the scope of operational, tactical and strategic purchasing posts. It considers the scale of promotions and responsibilities from operational implementation to the highest level of purchasing process management.
More than a year ago, our world as we knew it turned upside down. Overnight, we were forced to adapt to the new reality, which is ruled by ample uncertainty, rapid instantaneous changes, and insecurity. Still, some did great, others somewhat worse. What is the recipe for success? Where is the difference? It’s about agility and the ability to maintain sound relationships. We used to nurture those qualities at a good lunch, a live meeting. Today, this is often not possible, not even rarely, let alone regularly. We don’t even find the right opportunity for a relaxed chat. We only strive for efficiency and focus on the task. The foundation of any sound relationship, both business and private, is trust. Do we really know how to develop it remotely, via phones and cameras? What do people need to trust us? Sound relationships are the key to long-term success.