Sneak peek into the Museum of Procurement

A Museum of Procurement has been opened at the University of Arkansas (U of A) in the US to encourage innovation in the profession. The museum, a collaboration between procurement analytics firm Arkestro and the university, features reproductions of influential procurement documents and instruments from around the world.

The attraction forms part of the U of A’s Supply Chain Hall of Fame, which showcases notable procurement professionals from throughout history, including Taiichi Ohno, creator of the Toyota Production System and just-in-time sourcing. The museum chronicles the evolution of the procurement function and includes the earliest example of a goods receipt found in Babylon written in cuneiform – one of the oldest forms of writing known to man. Other exhibits include the invention of the general ledger, double entry accounting, the development of enterprise resource planning systems and the creation of the internet.

Remko Van Hoek, Supply Chain Management Professor, U of A and Executive Director of the Supply Chain Hall of Fame, said, “For most businesses, securing the right materials, resources or services is a core element of an effective, fully functional supply chain. By spotlighting contributors to our profession in the Supply Chain Hall of Fame, we hope to stoke the enthusiasm of current and future leaders as they tackle challenges, drive innovation and continuous improvement. That’s why we are delighted to host Arkestro’s Museum of Procurement: it celebrates how today’s approaches come from a storied history and a grand tradition stretching back to antiquity and hopefully

New technologies are required to assess carbon content of new fuels

A new report from Lloyd’s Register Maritime Decarbonisation Hub and Safetytech Accelerator concludes that new technologies are required to assess accurately the well-to-wake carbon content of new fuels, such as hydrogen and ammonia. Noting that the fuels of tomorrow can come in various forms – grey, blue, or green – the report highlights findings of a feasibility study on tracking the true carbon intensity of fuels over the entire supply chain. As things stand today, ship operators lack clear visibility of the processes by which fuel is produced, delivered, and supplied to ships, the report points out. This presents a range of challenges, both upstream and downstream. In an upstream context, fuels could have an electronic guarantee of origin (GO) certification to prove that they had been produced meeting specific quality criteria and methods. Downstream, isotopic ‘fingerprinting’ and ‘marking’ processes could be established, the report suggests, although rigorous protection and security would be required to prevent cheats from passing off blue or grey fuels as higher-cost green ones.

The report points out that there are no regulations currently in place to address these and other issues relating to the true carbon content of tomorrow’s fuels. Even as life cycle assessment (LCA) methodologies and regulations are being discussed, the scope for widespread non-compliance still remains a challenge while inspires efforts to further the field.”

Van Hoek said he hopes the museum will “create opportunities to learn from the best innovations and leadership accomplishments in procurement and supply chains to date and hopefully get inspired to innovate going forward, given how far we have to go”.

The hall of fame was established online in 2015 by the Council of Supply Chain Management Professionals (CSCMP) and was later introduced as a physical hall in the U of A in 2020, where it highlights notable leaders in the function and supply chain innovations. Inductees include Jeff Bazos, founder of Amazon, and Henry Ford, founder of the Ford Motor Company. The CSCMP said its goal was “to energise the next generation of talent – both professionals and students – as they unleash their creativity and passion to pave the way for the supply chain of the future”.

5-point plan on supply chain digital transformation

‘New normal’ for supply chains looks nothing like the prepandemic ‘normal’. Stability and predictability have been replaced with economic, societal, and geopolitical shocks. To combat the uncertainty and disruption that has become commonplace, businesses are increasingly looking to digitalise processes and operations, with supply chain and procurement being two areas that can deliver competitive advantage if organisations have the digital visibility needed to navigate the never-ending headwinds. McKinsey has recently published a five-point guide for organisations seeking to digitally transform…

Target senior digital leaders: Ultimately, performance is defined by your talent and technology strategies and the capabilities of the lead data scientists who are driving the transformation. Such people shape your organisation in multiple ways: screening and hiring candidates, establishing technical standards, and setting the tone for ways of working, such as collaborating, innovating, and maintaining high quality. Selecting the right individuals for these roles will define the success of your digital transformation. Therefore, it is vital to invest the time needed to conduct a broad search. The chief digital officer (CDO) is a key contributor to your employee value proposition. The CDO’s experience and credibility will help convince top-tier talent to join the company, which plays a crucial role in achieving the initial wins needed to gain traction, such as successfully developing digital products or setting up technical infrastructure.

Rethink digital-talent value proposition: It is important to consider the local hiring market and talent pool, as well as factors specific to your industry sector, and strive to improve your own work environment in a local context. Consider how your industry can appeal to each individual candidate’s specific needs. To stand out, you need to be committed to a modern technology stack. Understand the factors that motivate different categories of candidates and adjust your pitch – and work environment – accordingly. Offer development opportunities, including top-tier training programs, or access to educational conferences.

Be realistic about reskilling: Not all digital talent comes from outside your organisation; most companies have untapped pockets of digital talent. Not all digital products require sophisticated skill sets. Companies with strong nondigital talent can cover most of their digital needs by upskilling current employees. Being able to spot these people is vital and can be achieved via techniques such as skill surveys. The first employees to upskill would be those with high data and technical readiness and who benefit from strong business sponsorship. Beyond this, companies should place internal hires in positions where they can learn and grow while working alongside more experienced engineers, whether these are hired externally or staffed via a third party.

Build learning & development programs: Skills development must extend beyond training because the pace of technological change makes setting up formal training programs difficult. This is why an on-the-job apprenticeship model works well. This push toward ongoing learning applies both to junior and senior employees. Ideally, they should spend half to twothirds of their time actively doing day-to-day work. This way, everyone is involved in developing the final product, improving both upskilling and retention. At Google most training happens via an employee-to-employee network called G2G (Googler-toGoogler). Members of the 6,000-person network offer their time to help peers develop.

Leverage temporary contractors: Embedding new skills and culture is vital for the success of any transformation. However, there are trade-offs to be considered between quick wins and sustainability. All companies need these skills; the question is how much, and when. Contractors can help speed the early stages of a transformation. A number of strategies can help here: Ensure early product ownership by internal teams; Involve employees on teams from the start; Encourage employees to get out of their comfort zones; and Establish strong protocols and ways of working from the outset.