CUSTOMER SERVICE

  The "Purchasing Paradigm" or "how Purchasing sees itself" is one of the hardest things for Purchasing professionals to recognize and deal with. We tend to forget that there are at least four* ways to view a Purchasing operation:
  1. From the Purchasing staff's point of view;
  2. From management's point of view;
  3. From the user's point of view;
  4. From the vendor's point of view.
*Does not include an outside consultant's point of view.

  I like to recommend that a purchasing function really explore what others think about the Purchasing department. I find that surveys and questions are self-serving along preconceived internal ideas, and Purchasing will spend more time explaining and justifying the results, rather than taking action to correct the problems identified or implementing the ideas suggested.

  Even worse is the habit of not compiling the results of the survey, not establishing a strategic plan to address the ideas suggested, and lack of feedback to the submitting work groups.

  I do not suggest a "check-the-box" survey because each person can interpret the questions differently or apply less or more stringent values. Nor do these box surveys allow for innovative responses. A few confidential, open questions, while difficult to tally, can be answered quickly by an evaluator with one line replies that should identify problem areas.    Try responding to the following Two-Minute Survey, then ask a supplier, your boss, a peer, and a user to do likewise:

Two-Minute Survey

  1. What does Purchasing do well?
  2. What does Purchasing do poorly?
  3. Purchasing would be more efficient if it would make the following changes:
  4. Other remarks, suggestions and comments:
(Attach additional sheets as necessary.)   Each of the above questions hold a clue for becoming a successful operation. Based upon this trial run, you may want to explore a wider survey. Do not retaliate or become defensive about the results, but approach each response with a positive action and you will become a very successful operation.

© 1997 by Donald L. Woods, All Rights Reserved