With purchasing playing a far greater role in a company’s success, and the net-working of internal departments taking a more process-oriented approach, the profile of requirements for the modern Buyer has changed dramatically.
While the operational buyer requires, for example, in-depth knowledge of the logistics and procurement processes, the strategic buyer must have extensive market knowledge, as well as international negotiation skills. The Buyer participates in projects as a team player while respecting all interests relevant to purchasing.
It is clear that the tasks of the purchasing employees, and how they are organised, are becoming more comprehensive and increasingly complex. The Buyer is thus taking on new and previously unknown roles in the company, as indicated in Fig.9.2.
In addition to the higher professional demands, sociocultural and personal skills of the purchasing employee are becoming increasingly important. While the focus in the past was on coordinating orders and safeguarding communication with suppliers, the Buyer is today faced with a far greater density of interaction. With the increasingly networked internal departments, Purchasing is now playing the role of interface manager between internal company departments and the external suppliers. In this context, as illustrated in Fig.9.3, management skills, as well as communicative and intercultural capabilities, will become central fields of compe-tence for the Buyer.
One particular skill to be practised by the modern Buyer is the art of defence.
This is an important aspect when it comes to protecting company-wide purchasing interests. The following practical tip should help to explain this further.
Administrator Order processor
Role specialist Lone fighter Data administrator
Agent
Service provider Purchasing optimizer Supply Chain Manager Team player and moderator
Know how facilitator Manager
former today
Fig. 9.2 The Buyer career profile—from administrative employee to talented all-rounder
Practical Tip: The Art of a Clear-Sighted and Ready Defence
As Buyers, we know the situation all too well: an important meeting becomes the scene of a sudden reproach or attack. For it is in the nature of things that earlier failings first become apparent at the end, and this all too often in the form of missing purchased parts. In layman’s terms, this often means: “Purchasing has once again failed to procure the parts on time, parts that are too expensive or that do not meet the standard of quality”. That this is often only the symptom for failings in other departments is of interest to no one in the millisecond it takes to deliver the damning verdict.Failure is an orphan after all! The criticism generally comes from those departments with competing objectives, such as Sales, Quality Assurance, Project Management, or Production. And, of course, there is also the regular threat from those less than friendly “colleagues”. As Buyers, we are certainly not looking to be everybody’s darling. Which is why now is the time to immediately counter. But words fail, you are left floundering and would like nothing better than to deliver a hard-hitting response. And this is what the situation calls for, as an appropriate reaction to the attack delivered verbally or unexpectedly during a presentation.
Because otherwise your speechlessness and uncertainty will be seen as a weakness and you will lose this round. If you are not capable of delivering a professional response, doubt will be cast over your managerial skills as a logical consequence.
And this must be avoided at all costs.
But what exactly constitutes a quick wit? One of the main characteristics of a quick wit, without which you won’t come far in life, is the self-assured and unwavering air of confidence, or at least the appearance of one. Always able to hold your own, baffling opponents at every opportunity with a retaliation that hits the mark. There is an immediate answer to almost every question, possibly deliv-ered with humour and thus triggering helpful sympathies. Quotes are occasionally used, a selection of which have been rehearsed beforehand. Arguments are often laced with irony or even sarcasm. This the ideal anyway.
Not everyone is naturally talented in this way, however. Yet this trait can be learned and constantly improved upon. Lessons often learned the hard way in early
Expertise Soft skills
• Product competence
• Research competence
• Bidding competence
• Supplier management
• Negotiation competence
• Controlling competence
• Value analysis
• Strategy development
• Risk Management
• Process Management
• Appearance
• Entrepreneurial skills
• Intellectual skills
• Communication skills
• Leading skills
• Emotional skills
• Compliance
• Internationality Fig. 9.3 Fields of
competence for the modern Buyer
childhood, however also the successes that everyone has experienced in some way or the other, are the basis for what is known as the thumb pressure method. How does this work, a method derived from the world of acupuncture? Pressing the thumbnail into the tip of the index finger creates a painful sensation, at the same time triggering memories of success or happiness. The release of these “happy hormones” brings with it a new burst of sorely required energy. Practised over a long period, the artificially created pain will be enough to power the imminent counterattack. Just the reminder of personal success is enough to briefly restore self-confidence.
It is always good to be well informed, making it easier to respond convinc-ingly. In most cases, rhetorically gifted people also have a better than average general education or extensive expertise. Forward planning (see Preparing for Negotiations) is another important success factor and is not as difficult as it may initially suggest. Have a selection of quotes at the ready, and be familiar enough with each one to ensure it can be used at the right moment. You will generally be aware of which meetings are likely to cause conflict. It is thus advisable to prepare your responses to potentially uncomfortable questions. And here it is important that your team has been schooled in the importance of transparent communication. There is nothing worse than being the last to know about bad news from your own field, and then hearing this from others too. This early warning system should not only be supported from within your own ranks. Your
“real” friends are just as important, who ideally include stakeholders (and by
“stakeholders” we mean “interested parties” or project participants, also seem-ingly uninvolved persons such as customers or employees) from all important areas, however also from the company’s opposing camps. Cultivate and maintain these important contacts. Invest your time and energy in this network, provide tips, and keep allies informed. It is also important to defend any colleagues who are not present during meetings. In doing so, you are demonstrating social competency and earning respect and can expect the favour to be returned.
Relevant key data and the latest information should always be on hand and ready to use. Information that can be used to fend off potential attacks and opponents should also be saved. This bolsters self-confidence and gives courage to deliver the necessary counterarguments. Questions for your opponent also provide you with valuable time to prepare your own response. Provide factual answers as a rule, add humour, or contribute quotes on occasion; however, don’t be afraid to take a more aggressive approach where necessary. A successful comeback will often leave a lasting impression, as well as discourage other opponents. You will not always win, however, especially if the appropriate response fails you at the decisive moment. Here, you need to reflect on how to avoid a repeat occurrence.
To conclude: Think ahead. Establish an early warning system both within and beyond the confines of your department. Update your information regularly, and always have it to hand. If you are unable to immediately respond, ask a question to buy time. Use humour and include famous quotes. A smile can also provide protection, or even unsettle your opponent. Remind yourself of previous successes
or special moments, and make the most of the strength this gives you. Defend colleagues and regularly provide tips or information you deem important. Do not shy away from conflict and set examples where appropriate and if confident enough to do so. If you do lose the war of words, then remember the following:
A “good” enemy is often more valuable than a good friend. They will challenge you, keeping you alert and always thinking.
9.2.1 Identifying Potential with the Transactional Analysis
Identifying and fostering employee potential is crucial for an effective development of personnel. The approach often taken here involves what are known as “potential analyses”, structured investigations into the existence of certain employee skills. It allows weaknesses to be identified and strengths systematically developed, with potential analyses benefitting both management and employees.
The transactional analysis is one method that may be used to identify potential.
This originates from humanistic psychology and is based on the assumption that every person has three different “ego states”: the Parent ego state, the Adult ego state, and the Child ego state. These states of consciousness describe patterns of behaviour displayed by the person when communicating in various situations. The respective ego state refers to overall behaviour and how any given moment is experienced by a person.1 The various ego states generally feature typical behavioural patterns:
• The Parent ego state takes two forms: the Critical Parent ego state and the Caring Parent ego state. A typical mother/father figure can be found in both.
However, while the Critical Parent ego is characterised by reproach, criticism, and giving orders, the Caring Parent ego comforts and supports.
• The Parent ego state is characterised by rational behaviour and objective decisions. Behavioural patterns in this ego state are generally neutral, matter-of-fact, and lacking emotion.
• The Child ego state, in turn, appears to have two forms: on the one hand, the Natural Child ego state, characterised by carefree, spontaneous behaviour, and, on the other, the Adapted Child ego state, with its adapted and hesitant behaviour.
The analysis comprises a comprehensive questionnaire, the results of which can then be represented in an ego gram. The results show the frequency and intensity of the various ego states over the course of the employee’s working day. The practical tip in Sect.9.3outlines a specific case.
1Cf. Henning und Petz (2007, p. 28).