Change rollout is a challenge when digitising procurement processes
Many CPOs are finding that the most significant piece of work that they have to undertake when digitising their procurement processes is to roll out the change to users within the organisation.
Employees are often resistant to the new business practices that digitised procurement introduces and winning them over can require a lot of time and resources.
A clearly stated digitised procurement policy can assist with the process of change internally, but it is also a valuable document for external communication.
“The most important thing to consider is that the goal is not to reduce the number of employees.”
A digitised procurement policy clarifies the goal to the organisation
The process of writing a digitised procurement policy forces the organization to clearly state their aspiration for the digitised procurement solution.
The document can then be used as a communication mechanism for the vision of digitised procurement within the company. It can help preparing staff for the changes that they will face, as well as help them to deal with questions that arise underway.
The most important thing to consider in the policy is to that the goal is not to reduce the number of employees, but to give them the opportunity to increase business purchasing power through intelligent spend and contractual control.
It can also be use for external communication
The policy document can be used not only for your employees, but for communication with external parties, such as your suppliers and/or customers.
It is important that your suppliers/customers understand the digitised procurement policy as a long-term strategy, and that they are a key part of it. The digitised procurement policy will, therefore, help you identify which suppliers/customers that want to digitise their procurement processes for your benefit and their own, as you’ll be more likely to keep them onboard in the future.
Openness and communication key elements
A digitised procurement policy is advisable when implementing digitised procurement, because it can be used to deliver best practice in change management.
Consultation, openness and communication with employees, suppliers and customers are all considered to be effective in the delivery of organizational change.
A digitised procurement policy can be used to facilitate all of these key tasks and can, therefore, be seen to encapsulate best practice for implementing digitised procurement.
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