procurement
progress up the chain. Organizations require these types of personnel, but they are often overlooked and we must also keep these employees engaged, motivated and stimulated.
SHARING BEST PRACTICES AND LESSONS LEARNED
A PG community will also facilitate sharing information and lessons learned across departments, providing a bigger network of procurement professionals. It is likely that the problem you face today has already been faced by one of your colleagues, and finding a way to share and leverage information and solutions is essential. Furthermore, such a network will allow for more strategic procurement across departments and consistency in the way we apply procurement rules and regulations, as well as purchasing approaches. Some departments, such as those under the Public Safety Portfolio, share many of the same requirements and face similar work environments. Communication and sharing between those close departments can only result in positive outcomes.
CAREER PATHS FOR SENIOR PROCUREMENT LEADERSHIP
Career paths must be identified both for PGs and those who progress through the PG category into an executive( EX) position within the federal government. Specifically, consideration must be given to EX01s and 02s who direct procurement functions within their organizations. Often, these jobs report to a comptroller, who reports to a CFO. Both the comptroller and CFO positions require an accounting degree plus a breadth of financial and policy experience that a PG or an EX01 or 02 within the contracting function won’ t get. Career paths in procurement beyond the EX02 level are rare, and this is extremely demotivating to high flyers who wish to pursue the PG career path but have aspirations beyond the EX02 level. Creating a
IT IS LIKELY THAT THE PROBLEM YOU FACE TODAY HAS ALREADY BEEN FACED BY ONE OF YOUR COLLEAGUES, AND FINDING A WAY TO SHARE AND LEVERAGE INFORMATION AND SOLUTIONS IS ESSENTIAL. senior management procurement position within organizations that can support it would create opportunities at a level equivalent to a DSO. Furthermore, a CPO position created at TBS would provide another senior management role to which procurement personnel could aspire.
CERTIFICATION
The PG role is unique and complex, and standards must exist to measure success and progression. Procurement certification programs, such as the Certified Federal Specialist in Procurement( CFSP) designation offered by the Treasury Board Secretariat in conjunction with the Canadian General Standards Board, are excellent investments that should be promoted heavily within the procurement group. The CFSP is challenging to obtain and should not be underrated. Certification shows a level of knowledge and expertise to be respected, and support for certification shows the importance the federal government places on its PG team. The value in these programs will be fully realized once certification becomes the norm by which you can measure a person’ s commitment to, and mastery of, the PG role.
APPROPRIATE TOOLS
PGs need appropriate tools to respond to changing expectations and be visionary and strategic enablers and partners. In an effort to drive down prices, TBS and PSPC have created and mandated the use of many tools, such as standing offers and supply arrangements, to cover a multitude of commodities. These tools do not allow for intelligent, innovative, strategic procurement, and these limitations on procurement decisionmaking are handcuffing our PGs. More latitude to make smart, creative decisions is essential. Although well intentioned, PSPC tools impose a one-size-fits-all solution that, in reality, doesn’ t fit many.
INTERDEPARTMENTAL COMMITMENT AND COOPERATION
“ Many hands make light work.” It is critical that a collaborative interdepartmental group exists to tackle items such as shared competencies, job descriptions, training and other PG-related issues. At one time, a Procurement, Materiel Management, and Real Property( PMMRP) Advisory Committee, as well as Director General( DG) Steering Committee, met regularly to consider, approve and implement initiatives that promoted cooperation among departments.
Recreating such groups, with representation from all federal organizations, is essential to ensuring communication and agreement among department and shaping the PG community. Often, so much time is spent pointing out the reasons why we are unable to achieve something, or the differences between departments, that our similarities and shared strengths are forgotten. A shared approach to the daunting work ahead will ensure we achieve our goals.
Jessica Sultan is director, Strategic Procurement and Material Management Division at the comptrollership branch of the Canada Border Services Agency.
30 • SUPPLYCHAINCANADA. CA • SCMA