Common Sense: Marketing the Value of Procurement: Part I

As stewards of the public trust, public procurement professionals are trained in the skills and strategies of ethical and equitable government procurement, which encompass acquisition methods, supply chain management, contract management, dispute resolution, warehousing, surplus property management, and e-commerce. We also understand the value of procurement as a strategic management tool.

As stewards of the public trust, public procurement professionals are trained in the skills and strategies of ethical and equitable government procurement, which encompass acquisition methods, supply chain management, contract management, dispute resolution, warehousing, surplus property management, and e-commerce. We also understand the value of procurement as a strategic management tool.

Unfortunately, we haven't done a very good job of marketing our value. As a result, government leadership doesn't perceive procurement as essential to responsive, responsible government. There is nothing more dangerous than people in power who don't know what they don't know. Power, combined with ignorance and arrogance, can only lead to disaster. The misuse and abuse of government procurement is evident at all levels, including the inexcusable, non-competitive award of Halliburton contracts in Iraq, poor to nonexistent contract management, massive budget deficits at all levels of government nationwide, and the knee-jerk reaction to eliminate or privatize government procurement, using staffing reductions as an immediate "cost savings" cure. That's like throwing the baby out with the bath water!

However, it isn't hard to understand how procurement is misunderstood and unappreciated by political and administrative leadership. To them, it makes sense that if there isn't much money to spend, we don't need as many "buyers" to spend it. Consequently, procurement positions are often the first to go.

But let's look at the reality of budget shortages. When money is tight, we spend more time scrutinizing each purchase. We can't afford to make large bulk purchases, so we end up making multiple small purchases at a higher price per purchase. In fact, budget shortages cause a drastic increase in purchasing activity, with each purchase having an amplified impact on the budget. Additionally, contracting activity is poorly managed, causing excessive cost overruns, poor quality, and project/ program failures.

Ask a legislator, commissioner, and college

chancellor if they give everyone in their family a blank check and a credit card when money is tight, and watch the reaction you get.

I had the privilege of speaking at the Missouri Association of Public Purchasing Spring Conference last month, where I met their President, Ben Calia, CPPB. He had written an article in the Association's newsletter, entitled, "What Irony. Purchasing Agents Need to Become Better Sales People!" Right on, Ben! The question is, how do we market our value?

The first thing we have to do is look at what we measure, how we report what we measure, and who gets the report. Next, we need to identify our various customers and determine what our value is to them. Then we must translate what we do into value-added results that are meaningful to our customers and make sure they each get a report of our value.

Different customers have different procurement needs and expectations. Our end-users need what they need when they need it to get their jobs done. They need to be informed and trained in the areas of procedures, contract monitoring, and specification writing. They need to know that we are there to protect their interests as members of their project/program team.

Management needs to know that we are competent, customer-focused, innovative, cost-effective, and capable of making them (and the organization) successful. Elected officials want us to protect and promote the credibility and image of their government entities, ensuring preservation of the public trust. Vendors and contractors need to have confidence that they will be treated fairly and equitably.

Last, but not least, to promote our worth as purchasers, we need to continuously improve and share our professional expertise.

Next month's column will discuss what to measure and how to "wordsmith" reports to market our value.

chancellor if they give everyone in their family a blank check and a credit card when money is tight, and watch the reaction you get.

I had the privilege of speaking at the Missouri Association of Public Purchasing Spring Conference last month, where I met their President, Ben Calia, CPPB. He had written an article in the Association's newsletter, entitled, "What Irony. Purchasing Agents Need to Become Better Sales People!" Right on, Ben! The question is, how do we market our value?

The first thing we have to do is look at what we measure, how we report what we measure, and who gets the report. Next, we need to identify our various customers and determine what our value is to them. Then we must translate what we do into value-added results that are meaningful to our customers and make sure they each get a report of our value.

Different customers have different procurement needs and expectations. Our end-users need what they need when they need it to get their jobs done. They need to be informed and trained in the areas of procedures, contract monitoring, and specification writing. They need to know that we are there to protect their interests as members of their project/program team.

Management needs to know that we are competent, customer-focused, innovative, cost-effective, and capable of making them (and the organization) successful. Elected officials want us to protect and promote the credibility and image of their government entities, ensuring preservation of the public trust. Vendors and contractors need to have confidence that they will be treated fairly and equitably.

Last, but not least, to promote our worth as purchasers, we need to continuously improve and share our professional expertise.

Next month's column will discuss what to measure and how to "wordsmith" reports to market our value.

Editor's Note: Beau Grant, CPPO, is a Master Instructor for the National Institute of Governmental Purchasing (NIGP) and President of Beau-Geste Enterprises. Readers can reach Grant by e-mail at: Grantbge@aol.com.