National Association of Purchasing Management The ...€¦ · ISM2014 International Supply Management Conference May 5-7, 2014 Las Vegas, NV ISM Risk Management Summit July 16, 2014

The Purchasing Pipeline National Association of Purchasing Management

®

I N S I D E T H I S

I S S U E :

Buyer Vendor Round Up 2

Membership Report /

Note from the VP

3

Upcoming ISM Seminars 4

Taking Your

Negotiations Global

5

Program Department 6-7

ISM 2014 Management

Conference

8

Map to Whiskey Cake 9

2013-2014 Board of 14

Who Do We Represent 15

Raising Expectations 10-11

A Special Thanks 16

Raising Expectations

Cont.

12-13

N . A . P . M . – O K C , I N C .

A F F I L I A T E D W I T H

T H E I N S T I T U T E F O R

S U P P L Y

M A N A G E M E N T ™

March 2014

N.A.P.M.-OKC Tuesday, March 11, 2014

Meeting 5:45 PM - 7:45 PM

Whiskey Cake

1845 Northwest Expressway

Oklahoma City OK 73118

Topic: Key Performance Indicators

Presenter: Steve Smith

Please join us for a discussion on Key Performance Indicators!

Dinner will be catered and provided.

P A G E 2

T H E P U R C H A S I N G P I P E L I N E

The President’s Pen Happy February N.A.P.M.-OKC, I certainly hope most of you are staying warm through these very cold winter months. It sure has been a cold one. I don’t know about you, but I’m sure ready for some extended sunshine! I really thought our speaker last month, Eric Werner, was very informative. He told us all about the OKC MAPS Pro-ject. I really enjoyed it and I learned a lot too. They have accomplished many things and have many more left still. I’m already a proud Oklahoman. When the project is reaches completion, it will be fun to show out of town guests our beautiful city. This month, we will hear from Larry Holdge on Change Man-agement. Change Management is an interesting topic that I look forward to hearing about. Everyone handles change differently.

Understanding how a person processes and handles change can certainly help you work with them in a more produc-tive manner. Looking forward, March is Sup-ply Chain Management Month. Be on the lookout for our Community Service event this March. Usually we sup-port a local charity in some way in honor of Supply Chain Management Month. More news about that to follow. Thank you Access Midstream for allowing us to use your facility. Thank YOU N.A.P.M.-OKC members for being a part of our group! We are glad that you are! I hope to see you at the meet-ing Tuesday, February 11, 2014.

“Our affiliate exists to provide value to Oklahoma’s economy and our member-ship by: educating and developing our members; enhancing our employer’s operations; and advancing the supply management profession.” ISM National Membership, January 31, 2014 42,099 N.A.P.M.-OKC Membership, February 25, 2014 217 New Members: Clint Croasdale Horizon Hydraulics Chad Heathco Hobby Lobby Jared Rogers SandRidge Energy Tiffany Specht Chickasaw Nation Tony McSwain Chickasaw Nation-

Changes: Please let us know if you have changed jobs, addresses, or e-mail addresses, so we can keep our local roster current. Since “The Purchasing Pipeline” and other notices are sent to you by e-mail, this is very important, because you might miss out on an up-coming event. We will inform ISM of the change. We would also like to know if you have re-ceived your CPSM, C.P.M. or A.P.P. certi-fication, so we can congratulate you in “The Purchasing Pipeline.”

C.P.S.M., C.P.M. & A.P.P. Report N.A.P.M.-OKC Membership C.P.S.M.’s – February 25, 2014 11 (5.0%) N.A.P.M.-OKC Membership C.P.M.’s – February 25, 2014 31 (14.3%) N.A.P.M.-OKC Membership A.P.P.’s – February 25, 2014 5 (2.3%) Donna Dolezel, Membership Director, 886-3293, [email protected] Cara Noltensmeyer, Membership Vice-Chair, 552-4789, [email protected]

P A G E 3 Supply Management . Maximiz ing Opportuni t ies . Managing Risk

March 2014 Membership Report

A Note from the VP... In case anyone is counting down the days like I am, spring is just around the corner. The actual first day is March 20 to be specific. Despite spring only lasting about two, maybe three, weeks here in Oklahoma, this means we’re one step closer to that wonderfully warm weather. I think I’m even more ready this year than usual. Can anyone tell I’m a summer person?

In addition to warmer weather, the quickly passing time also means that we are only weeks away from the 27th Annual Buyer Vendor Round Up (BVRU)! As my email to the member-

ship states, we have already secured a location and time, Oklahoma City

Community College on April 8th from 6-8 p.m. Now, we need to get the word out as soon as possible to as

many vendors as possible! We have just a few short weeks to get vendors

signed up and donations for our raffle drawing (it’s actually just a little over six weeks from when I’m writing this!!). Please help out in anyway you can since it takes several hands to help build such a large event!

If there are any questions, from vendors or otherwise, please let me know so I can help out the best way I can! Looking forward to hearing from everyone so we can make this another great BVRU!

Thanks,

Elizabeth Jones – Vice President N.A.P.M. – OKC

P A G E 4


Upcoming ISM Conferences and Events Below is the list of ISM Conferences and Events:

For seminar details, please call the ISM Customer Service Department at 800/888-6276 or 480/752-6276, extension 401, or visit the ISM Web site at www.ism.ws and select Education

Did you know you can submit your updated contact information on our website?

www.napm-okc.org

2014

Title Date Location

Finance for the Supply Management Profes-sional 4518

Mar 11, 2014 - Mar 13, 2014

San Diego, CA

Fundamentals of Inventory Management (formerly Principles of Effective Inventory Management) 4336

Mar 17, 2014 - Mar 18, 2014

Dallas, TX

2014 Annual Institute for Supply Manage-ment™ — Michigan State University Awards for Excellence in Supply Management and the Annual R. Gene Richter Scholarship Awards

May 5, 2014

Las Vegas, NV

ISM2014 International Supply Management Conference

May 5-7, 2014

Las Vegas, NV

ISM Risk Management Summit

July 16, 2014

New York City, New York

ISM Metrics Symposium

July 17-18, 2014

New York City, New York

CPO in the Making Workshop

Fall 2014

Tempe, AZ

P A G E 5

Supply Management . Maximiz ing Opportuni t ies . Managing Risk

ISM 2014 International Supply Management Conference

P A G E 6


Program Department

Hello N.A.P.M – OKC members!

How time flies when you are having fun! We are already in the month of March!! Where did February go??

For those of you who did not make it to the February meeting – the Programs de-partment changed it up a bit (coincidently our speaker topic was Change Man-agement).

We had round tables and broke out into smaller groups and had discussions re-garding challenges around change and potential ways to improve! This is very different from our normal set-up at meetings and we appreciate everyone being very patient and working with us through the process.

If we have not had a chance to visit with you, please introduce yourself to us at the next meeting and let us know what topics are of interest to you and what you would like to see in upcoming meetings! We would love to hear from you!

Our speaker for February was Larry Holdge who is the GM of Cimarron – a divi-sion of Curtiss Wright group. His background was in a variety of different com-panies ranging from Delta Faucets, GE Artificial Lift to Cimarron. He had some great personal examples and stories to share and considering his breadth of ex-perience they were certainly all very unique! Larry brought up some great points which were also echoed by our break out groups – change is less about the process – more about people, their perceptions and COMMUNICATION!

Some reading material that was recommended to help us understand change man-agement better was

Abraham Maslow – The Hierarchy of Needs Theory

Aubrey Daniels – Performance Management


P A G E 7 Supply Management . Maximiz ing Opportuni t ies . Managing Risk

N.A.P.M. Upcoming Events for 2014

March 11th – Key Performance Indicators (KPIs)

April – Buyer – Vendor roundup

May 13th – Event to be announced

June 10th – Safety and its relevance in your industry

July 8th – Being Lean! Lean Six Sigma

August – Event to be announced

September – Event to be announced

October 14th – Facility Tour – Carlisle Foodservice Products

November 11th – Event to be announced

December 9th – Holiday party

Thank you for your time and we look forward to seeing you at our next event!

Your Programs team!

Jason, Aparna and Cole

Mark your calendars for the following events in 2014!

P A G E 8


P A G E 9

Map to Whiskey Cake



P A G E 1 0

Maximize the creative potential of the supply management team by embedding a dynamic culture of innovative thinking.

Innovative thinking is all about identifying new ideas and solutions to problems — the process of originating and producing something that will add value but does not yet exist. Increasingly, supply management is being called on by company executives across businesses and industries to contribute new value to the organization.

How can we positively encourage our supply management organizations to dedicate some of their time and resources to thinking innovatively while remaining focused on day-to-day objectives? While there is no one approach that will work in every possible situation, there are several key components that lend themselves to driving this type of thinking within the organization.

Focus on the People

Every successful organization is built by focusing on people and encouraging positive behaviors. A corporate culture that values innovation usually recognizes and rewards employees for innovative thinking. It's one thing to state that you value innovation, but quite another to actively foster the investment of time and energy required to create new ideas. An organization that challenges everyone to develop and submit their innovative ideas, but then does nothing to help make that happen, nets very little value.

Simple recognition is often more powerful than financial incentives. Being perceived as an expert by peers and management serves as a huge incentive to employees. Having their names associated with such changes and improvements instantly increases employees' self-worth and willingness to engage in future endeavors.

How can you begin to embed innovative thinking in your organizational culture? Start with specific and objective expectations with delineated rewards. For example, supply management job descriptions should include expectations for "trailblazing new areas and ideas," and performance assessments should evaluate to what extent this is happening at an individual level, citing specific examples that occurred throughout the assessment period. Also, remember that not all ideas generated represent large dollar savings or solve decades-old, complex organizational problems, but these ideas may prove quite valuable in other ways. Setting the expectation for this type of thinking and behavior, and assessing the efforts made along these lines, goes a long way toward embedding innovative thinking in the organization.

Organizations also need to reward individuals who go a step further and lead the way with innovative ideas as examples to the rest of the organization. While recognition is a key component of a reward, organizations should also consider financial incentives in this case,

Raising Expectations


P A G E 1 1



returning a part of the savings or value created to the individual responsible for the idea. This can take the form of a gift certificate, a spot bonus or a portion of an annual bonus tied to the value created. Whether the benefit was a one-time, or repeatable, occurrence, individuals are more likely to continue innovative thinking on subsequent projects and situations when they have personally shared in the value generated for the organization.

Employee engagement is another important aspect of motivating employees to contribute above and beyond what is normally required to complete their work. Engaged employees are more likely to collaborate with suppliers and with each other for process and service innovations. True employee engagement comes about through a proper mixture of the company practices described earlier, a positive work/life balance, total rewards and opportunities to learn and try new things.

Finally, allow people to fail sometimes. Ideas may not work, and organizations must foster a culture that allows employees to experiment without the fear of being punished for failed experiments. When people know that mistakes are part of the learning and improving process, and that every successful person has some degree of failure in their past, they'll be more open to take risks and think in new, innovative ways. It is always important to remember that failure and innovation are related. New ideas must be valued by the organization and, likewise, they must be subject to a structured challenge-and-experimentation process.

To do this, engage subject-matter experts and others who might have a vested interest (or interface) with the new idea to collectively review, provide constructive questioning and brainstorm the idea as a team. Of course, this requires a willingness to take part in open and objective debate regarding the innovative idea and determine its validity and overall sustainability by tapping into the collective knowledge of the team.

P A G E 1 2

Groups of individuals can add knowledge and ideas far exceeding those of any single individual, driving additional value that might not be discovered otherwise. Sometimes, supervisors tend to focus on their best individual contributors to demonstrate innovative thinking behavior, ignoring the power of the larger team. However, creating a culture that values teamwork can have long-lasting, positive implications.

When you ask someone at their retirement for examples of the one idea, project or accom-plishment they are most proud of during their career, they rarely talk about an individual accomplishment. Instead, they talk about situations where they worked with others to understand the situation fully, generated alternative ideas, selected the best fit and implemented the solution or activity that resulted in significant achievement.

Also, we should not overlook the considerable value obtained by close collaboration with our best suppliers. They bring an unprecedented amount of perspective to the table on competition, best practices, production constraints, market challenges and opportunities that by ourselves we have not recognized. One well-known example of this type of innovation is Procter & Gamble's "Swiffer®" floor cleaner — the idea for this product originated from a supplier suggestion.

Appropriately integrating our suppliers into our planning and work processes can open the minds of our best supply management talent to think in new directions.

The Diversity Lever

Closely related to teamwork's contribution to driving innovative employee thinking is diversity. A culture that values innovative thinking can demonstrate your organization's commitment to diversity and inclusion. By leveraging the knowledge, experiences and perspectives from a variety of cultures, languages and geographies, organizations tap into a wide range of new ideas and definitions of value.

Given the global nature of supply management in most organizations today, this diverse insight is exactly what is needed to open the minds of our employees to other possibilities, understand fresh perspectives and get excited about learning something new. It's a great doorway to allow employees to engage in relevant innovative thinking and subsequently deliver additional value to the organization.

And because supply management has an opportunity to interact with diverse functions within the organization, it's an ideal position to help foster new ideas and help individuals understand the big picture. Together, we add value by readily identifying real business issues and how supply management methodologies or actions help provide solutions or potential opportunities.

Aside from organizational and cultural considerations, success requires leaders who are adept at managing an innovatively thinking organization. Too often, employees may attempt to provide innovative ideas that die an early death because management does not remove

Raising Expectations Cont.


P A G E 1 3



barriers, align priorities across the organization or sponsor the idea with senior management to obtain the necessary resources to implement the idea.

When an organization as a whole truly focuses on these key components to driving innovative thinking, employees will recognize that commitment through the organization's underlying actions, and believe their ideas to be welcome and worthwhile. As a result, the organization will continue to benefit from contributors' efforts as time goes on, developing new ideas and changing directions as needed to best suit its customers' needs. In fact, the long-term value of inspiring innovative thinking in our organizations brings to mind a quote from Oliver Wendell Holmes: "A mind once stretched by a new idea never regains its original dimensions."

Author(s): Jay Pendergrass Jay Pendergrass is executive director, procurement for Fluor Enterprises in Dallas.

June 2011, Inside Supply Management® Vol. 22, No. 5


2013—2014 Board of Directors Position Name

President Stefanie K. Jones

Vice-President Elizabeth Jones Past President/ Forum Representative Peggy Thurmond

Secretary Tammy Tittle

Treasurer TJ Jordan

Vice-Treasurer Tim Bishop CPIM, CPSM

Pro-D Director Dan Gatewood, CPSM, CPSD, SCMP

Pro-D Vice Chair Jeffery Richardson, CPSM, CPSD

Membership Director Donna Dolezel

Membership Vice Chair Cara Noltensmeyer

Program Director Jason Walker

Program Co-Vice Chairs Aparna Popley Cole Werner

PR Director Randy Graves

PR Vice Chair Andrea Large

Technology Director Angela Smith, C.P.M.

Technology Vice Chair Jamie Gilmore

Special Activity Director Grant Skinner

P A G E 1 2

P A G E 1 3

Who Do We Represent?

Access Midstream Astellas Pharma Tech Autocraft Industries Automation-X Autoquip Corporation Beam's Industries Best Buy Big D Industries Inc. Bimbo Bakeries USA Blue Night Energy Group Borets Weatherford Bradford Industrial Supply Co. Cameron Compression Sys-tems Carlisle Foodservice Products Cass Polymers Inc. Chapparral Energy Inc. Chappell Supply Chesapeake Energy Chickasaw Nation Chickasaw Nation Div of Com-merce City of Oklahoma City Circo Energy Group Cleveland County CompSource, Oklahoma Conoco Phillips Continental Resources, Inc. Cooper Compression COTPA Coughlin Equipment Covercraft Industries Inc. DCP Midstream Devon Energy

Dolese Bros. Co. Enogex Enviro Systems Inc. Exco Resources Fife Corporation Franklin Electric Water Transfer System GE Oil & Gas George Fischer Central Plas Tics Halliburton Hobby Lobby High Mount Exploration and Pro-duction Industrial Gasket Integris Baptist Health Center J & E Supply & Fastener Co. Johnson Controls, Inc. KimRay Inc. Knights of Columbus KP Supply Linn Energy Little Giant Pump Co. Lopez Foods Inc. Marathon Oil Company MD Building Products Modular Svcs Co MTM Recognition Corporation Noble Energy OG&E Oklahoma City Community Col-lege Oklahoma Insurance Department Oklahoma Publishing Co.

Opeco Inc. Pelco Products Picerne Military Housing Pioneer Telephone Cooperative Inc. PM&L Manager Haliiburton Progressive Stamping, LLC Remy Inc. SandRidge Energy SemaSys Inc. Security Solutions Serco Inc Smart Lines LLC Smith & Nephew Inc. SORB Technology Inc. Southwest Electric Co. Surface Mount Depot T D K Ferrites Corp. Tronox Universal Well Site Solutions University of Central Oklahoma University of Oklahoma US Silica Co. USA Compression Vaughn Foods, Inc. Walker & Sons Enterprises Inc. Warren Cat WellMark Co West Oak Industries Windsor Energy York International


A Special Thanks To National Association of Purchasing Management

®

March 2014

We would like to give a special thank you to Larry Holdge who is the GM of Cimarron –

a division of Curtiss Wright group for his presentation on Change Management..

On behalf of N.A.PM.

P A G E 1 4


Always Remember:

“Changing an organization is primarily changing the process of people. To change the people you must first work hard to understand the people. Focus more time, energy and attention on the people than the process. If you do that the people will help you change the process.”

Larry Holdge

Documents

National Association of Purchasing Management The ...€¦ · ISM2014 International Supply Management Conference May 5-7, 2014 Las Vegas, NV ISM Risk Management Summit July 16, 2014