Many thanks to all of you who participated in last month’s “Success in Diversity Sourcing” webinars.  The focus of these webinars was to ensure that you know how to use our free, exclusive SupplierDiversityWorks Online Community to supplement your efforts to find qualified, certified diverse vendors.  Want to know who registered? Click HERE. 

          In case you missed the webinar, here is a “step-by-step” guide to get you started in using: 

1. Post your request for diverse vendor referrals to corporate_champion@supplierdiversityworks.com.  In the subject line of the post, indicate the type of vendor that you are seeking.  This will enable your colleagues to know “at a glance” if they can refer a vendor.
2. In the body of your e-mail, include any criteria or other defining characteristics such as geography, other certifications (i.e. ISO 9000 etc.), size, experience, etc. that will help your colleagues respond to your request.
3. If you are able to respond to a request for a referral, simply hit “reply back” and provide contact and any other required information.

           There you have it.  Pretty simple, huh?  Remember, there is no need to login or remember passwords or anything like that.  And, if you have others in your organization who would like to use the tool, simply complete the brief FORM, with “Sign Me Up” in the FEEDBACK box.  Visit also www.mySDcommunity.com for other helpful information, including FAQs, community members, posting example, and more.

          Finally, don’t forget – we can also help with more dedicated diversity sourcing support, or any other aspect of supplier diversity program support (including program development, training/workshops, benchmarking, assessments, database scrubbing and more).  Let’s chat confidentially without any cost or obligation to you: Felicia@supplierdiversityworks.com/1.888.550.8881, ext. 2)

How do you increase diversity spend in a decentralized organization? 

On the surface, you might think that decentralization with a tendency towards “maverick” buying and existing “good ol’ boy” relationships might oppose supplier diversity goals and objectives.  However, an empowered and highly motivated decentralized buying community could be a hidden opportunity and an asset to supplier diversity, given the right tools to influence the desired behavior. 

 So, how do you increase diversity spend in a decentralized organization?  The short answer is “what gets measured is what gets done” and what REALLY gets done is what gets measured AND what gets compensated. So, if you want to increase diversity spend in a decentralized organization where buying decisions are largely made in the field or business unit, you have to get buyers to “buy” supplier diversity. 

 Now for the long answer.  Using case studies* of organizations that have successfully increased diversity spend in decentralized supply chains (Tyco, Kent State, Ford Motor Company, etc.), let’s take look at some of the tools at your disposal.

 C-Suite Support

According to Kevin Brown, manager of supplier diversity at Tyco, Tyco could not havemore than doubled diversity spend from fiscal year 2005 to fiscal year 2008 without the “steadfast support of the c-suite”.  Like any other change management initiative, it is important that top management continually and clearly champions supplier diversity using as many forums as possible, including websites, video, town meetings, and the like.

Communication

Reinforcing c-suite messages, it is important to regularly communicate to the buying community the importance of supplier diversity.  Consider what approaches work best for your organization and develop a marketing plan to facilitate internal communications.  Don’t forget – you’ve got to sell to your target market, the buyers!  According to John Flaso, director of procurement at Kent State, “With a decentralized purchasing system we need to keep our message in front of the staff.”  Tools to consider include electronic newsletters, presentations/workshops, and the like.  Some topics to address might include:

• Tips and resources for diverse vendor inclusion
• Business won as a result of supplier diversity focus and/or related testimonials from key customers
• Company goals achieved as a result of supplier diversity
• Company rewards and recognition resulting from supplier diversity
• Diversity vendor spotlights, highlighting support for company goals

Collaboration

Fostering collaboration in a decentralized organization is a great way to facilitate working towards shared goals as well as encouraging organizational learning, such as sharing best practices, lessons learned, and the like.  Here are some examples of tools used by our case study organizations:

• Ford Motor Company and Waste Management – supplier diversity goals are developed with the procurement areas
• Ford holds biweekly meetings with business managers of commodity councils to ensure understanding of supplier diversity initiatives and results
• Waste Management has a supplier diversity steering committee with vice presidents from various business units.  Each business unit has a scorecard which includes available spend for each business area, prior year’s diverse spend, and 3 year goals
• Waste Management requires all RFPs to include diverse suppliers, with input from the Supplier Diversity manager regarding potential suppliers
• Kent State has a Supplier Diversity Advisory Board, composed of community business leaders and entrepreneurs, which provides oversight for the supplier diversity program.  

Need help with supplier diversity program development, including diverse vendor inclusion tools, scorecards,  program assessments, benchmarking, data scrubbing, training, or the like?  Please contact us at Felicia@supplierdiversityworks.com or 704.583.0278 to discuss your needs with no obligation, our compliments!

 References*

http://www.purchasing.com/article/340105-Supplier_diversity_spend_grows_quickly_at_Tyco.php

 http://hispanicohio.northcoastnow.com/2009/06/17/kent-state%E2%80%99s-supplier-diversity-initiative-strengthens-relationships/

 http://www.purchasing.com/article/214515-The_changing_face_of_supplier_diversity.php

NEW YEAR, NEW DECADE, NEW GOALS

For this year, my goal is to blog on supplier diversity topics that you decide.  The economic environment continues to be challenging, and the demands of your role are probably greater than in the past.  I know that you are passionate about supplier diversity; you want to stay on top of supplier diversity trends, research, and information, but you just don’t have the time to do it all. 

Let me be your resource to digest, summarize, and help you understand the implications of topics that are most important to you, so that you can do your job better.  But, I need your help – let me hear from you!  Being the process-oriented person that I am, here is what I want you to do:

1.      Right now, stop what you’re doing,

2.      Take a moment and consider topics that you would like to see. 

3.      Now, post your input in the comment bubble above the SDW logo.

 Now, that wasn’t so bad, was it?  Remember, it’s all about YOU!

       Here is another goal that I have for 2010.  I want to have you use and participate more in SupplierDiversityWorks Online Community – this is the best tool available to help you find and include diverse vendors in your sourcing opportunities!  So, I am hosting a “show and tell” session – free web-based tutorials to help you become even more efficient and effective in achieving diverse spend goals.  I’ve set up two sessions (choose the one that fits your schedule) - Thursday, February 4, 2010, 2:00 – 3:00 pm EST or Thursday, February 11, 2010, 2:00 -3:00 pm EST. 

          I want you to be comfortable with using the SDW Online Community for diverse vendor referrals.  I want us to have meaningful dialogue and interaction about how to make it work for YOU, so I am limiting attendees in each session. Don’t delay – sign up today!  Shoot an e-mail to Alana@supplierdiversityworks.com and let her know which session you prefer – dare I ask you to do it right now?  I dare.  Let her know pronto and she will reciprocate with confirmation and log-in info.

          I am looking forward to this New Year as the best one ever – it is the 5^th year in business for Supplier Diversity Works LLC, and that is a milestone to celebrate!  I am looking forward to serving you and helping you to have your best year ever, too! 

P.S. Feel free to bring any first tier/prime vendors that may need help with diverse vendor inclusion – we will gladly send an invite to them on your behalf…

What does the future hold for supplier diversity?  What are the trends in outsourcing, corporate purchasing, corporate priorities, demographics, government, and more that will shape the landscape for years to come?  How will these trends and issues impact small and diverse business owners, supplier diversity professionals, corporations, and others?  As we approach the closing months and days of 2009, it is a good time to explore these questions.  As good strategic planning practice dictates, our assessment may impact our strategies and actions both for 2010 and beyond.

Not intended to be all-inclusive, here are a few issues that have come up in my conversations with folk over the past year.  My intent in writing this article is to provoke our thinking, spur constructive dialogue, and lead us to shape and influence the future while capitalizing on future opportunities and mitigating relevant threats.  Ultimately, I hope that our efforts achieve success, however you choose to define it.

·                     The Obama Effect

Some believe that the election of the first African-American president of the United States will cause many to think (in particular, whites): if he can do that, why is there a need for affirmative action, special preference programs, and the like? Thus, the focus on supplier diversity could be dampened somewhat.

·                     Achievement of Future Demographics

According to the United States Census, ethnic populations are projected to increase over the next several years, such that minorities will actually be the majority.  By 2020, 40% of the population will be ethnic minorities and by 2050 ethnic minorities will actually represent a majority of 52.3%.(http://www.census.gov/population/www/projections/usinterimproj/natprojtab01a.pdf

However, according to the United States Minority Business Development Agency, disparities in businesses owned by ethnic minority groups continue to exist, namely in the number of firms, gross receipts, and paid employment. (http://www.mbda.gov/minoritybizfacts/StateofMinorityBusiness1997SMOBE.pdf).

·                     Impact of Gen Y/Millennials

According to a report by Deloitte, Gen Y, born between 1978 and 1995, numbers 75 million and is the largest generation after the baby boom generation, which numbers 80 million.  Gen X, who are the older siblings of Gen Y (roughly born from 1965 to 1976), number 40 million.

http://www.deloitte.com/dtt/cda/doc/content/us_consulting_millennialfactsheet_080606.pdf

Gen Y may not have the historical perspective regarding minority business development and supplier diversity.  This may be true for Gen X as well, but to a lesser exent.  Additionally, Gen Y-ers have experienced a world marked by minority/African-American achievement (Oprah Winfrey, Michael Jordan, to name a few) and may be less apt to embrace the ideals of supplier diversity.

·                     The Continually Expanding Tent

Over the years, the definition of supplier diversity has grown from a focus primarily on African Americans, starting largely in the 1960s due to the civil unrest, to encompass others.  These groups include other ethnic minorities, women, disabled veterans, Hasidic Jews, and more recently those in the LGBT community as well as minorities around the globe.

Clearly, there are a number of trends and issues which are shaping the landscape of supplier diversity. Here is what I believe.  For many corporations, supplier diversity is largely a cost center and is not always closely aligned with other key business initiatives, such as marketing/revenue growth, employee recruitment/retention, risk management, to name a few.  This has hampered, to some extent, adequate corporate focus on supplier diversity. 

Therefore, to the extent that corporations believe that it is in their best “enlightened self-interest” to focus on supplier diversity in order to support and achieve key business goals, then that focus will continue and grow.  If the “dots are not connected”, supplier diversity focus will likely not expand.  Supplier diversity will continue to be shaped based on public policy and market needs, not unlike what history teaches us regarding “movements” in our nation. To the extent that groups with “skin in the game” push their agenda on a public policy level, this will impact the extent to which (and how) supplier diversity focus continues.

What are your thoughts?  I am interested to know.  Please share at the orange comment bubble above our logo.

This month will be our final focus on the CHECK step of the PLAN-DO-CHECK-ACT Total Quality Management continuous improvement cycle.  Question – does your organization use reverse scorecards to obtain feedback from suppliers, that is, to “check” on your performance as a customer?  If so, how can you use reverse scorecards to support supplier diversity goals and objectives?  As you know, reverse scorecards, or using feedback from suppliers regarding customer performance, is intended to build strong supplier relationships.  There are generally two types of reverse scorecards:

1. Operational Scorecards – focuses on transactional activities
2. Strategic Scorecards – focuses on strategic stuff, and is usually used at the executive level

Specific benefits of using reverse scorecards include: being favored with the suppliers’ best resources, including new product innovations, employees, and latest resources and value-adds such at Lean and Six Sigma and being first in line to get products in allocation.  For smaller, non-Fortune 500 firms, using reverse supplier scorecards can result is obtaining benefits and service from suppliers that is usually reserved for higher-volume, higher-profit margin customers.

          Let’s talk about how this translates to the world of supplier diversity, particularly in this challenging economy.  Firms of every size and type are consolidating, going bankrupt, and terminating operations.  It may be hard to focus   on whether a given vendor is diverse, in light of whether or not said vendor can provide the necessary goods and services for your operations and to service the customer base. 

However, business failures can certainly impact your supplier diversity goals, such as maintaining and increasing diverse spend percent.  Working to strengthen these relationships can benefit current operations as well as pay dividends in the future as the economy strengthens.  As you know, a robust supplier diversity process can aid in areas such as corporate branding, multi-cultural marketing, public sector bid performance, and more – ultimately impacting corporate revenues and growth.

Here are some thoughts on how to link reverse scorecards and supplier diversity.  I welcome you to post your thoughts and comments as well (please post at the “comment bubble” above the Supplier Diversity Works logo):

1.      Typically, diverse spend goals focus on comparing diversity spend with overall corporate spending, usually expressed as a percentage.  Why not segregate out the strategic spend category and see whether any diverse vendors are included in this pool?  If so, how does the feedback from strategic diverse vendors compare with the general population of strategic vendors?  Are there insights to be gleaned regarding diverse supplier relationship strengthening?  If there are not diverse vendors in this category, this may be an opportunity to engage in strategic diverse vendor capacity building with targeted diverse vendors.

2.      What ideas/feedback/opportunities for improvement gleaned from the reverse score carding process might be applied to small and diverse vendors.  Some typical suggestions include:

·         Allowing partial shipments of product for “short turnaround projects” rather than a typical buyer philosophy of “all or none”

·         Allowing adequate timeframe/deadlines for suppliers to provide accurate cost estimates

·         Accurate forecasting to allow suppliers to better plan to meet demand

·         Speedier Payment Terms

3.      Encourage key large suppliers to implement reverse score carding, and to implement the means to dissect out comments/feedback from small and diverse vendors to identify opportunities for improvement.

Additional resources to regarding the reverse scorecard process include:

Hewlett-Packard gets the most of its supplier feedback; Atkinson, W. Purchasing, April 10, 2008

http://www.purchasing.com/article/225866-Hewlett_Packard_gets_the_most_of_its_supplier_feedback.php

Pop Quiz: How would your suppliers grade you? Ask them; Hannon, D. Purchasing, August 16, 2007.

 http://www.purchasing.com/article/219423-Pop_Quiz_How_would_your_suppliers_grade_you_Ask_them_.php

Last month, we began to explore the CHECK phase of the total quality management PLAN-DO-CHECK-ACT cycle, as it applies to your supplier diversity efforts.  As you may recall, we provided an overview of 4 areas to address in assessing supplier diversity effectiveness (see August posting below).  I am a firm believer in “what gets measured is what gets done”, so for our September edition I want to go deeper into the second category: Goals, Measures, and Objectives.

Since supplier diversity is part and parcel with overall supply chain management, let’s take a look at some Good/Best Practices of Supply Chain Management (Reprinted with permission from the publisher, Institute for Supply Management™, W. P. Carey School of Business at Arizona State University and McKinsey & Company), as it relates to performance measures:

1. Purchasing and supply performance measures must be aligned vertically with corporate goals and horizontally with strategic business units (SBUs) and other functional units.

2. Purchasing and supply performance measures must be comprehensive.

3. Purchasing performance measures must be dynamic and aggressive.

4. Purchasing performance measures must be transparent and communicated throughout the organization by both the CPO and executive leadership.

5. Purchasing and supply performance measures must be tied closely to performance-based incentives.

6. Purchasing performance measures must be backed up with the appropriate level of organizational resources.

 7. Purchasing performance measures must be backed with appropriate systems.

 8. Purchasing performance measures must be championed by strong leadership.

  Finally, in assessing or CHECKING the effectiveness of supplier diversity performance measures, we must also address: “to what extent are the performance measures aligned vertically and horizontally throughout the organization?”  I’ve attached a pdf file with charts which may assist you in addressing this issue: www.supplierdiversityworks.com/linkages.pdf),  Note that these charts are excerpts from a full presentation/training that we conduct entitled: “Supplier Diversity Performance Measures – What Gets Measured is What Gets Done”, which also includes performance measures guiding principles, supplier diversity performance measures benchmarking data as well as actual scorecard/measures examples with guidance regarding how and when to use.  For more information, please contact Felicia at Felicia@supplierdiversityworks.com or 888.550.8881, ext. 2.

As the lull and/or hustle and bustle of summer comes to an end and kids are returning to school and college, August marks the perfect time to step back, reflect, and “check” on many things.  Welcome to the August 2009 edition of Guide to Enhanced Achievement of Supplier Diversity Results, or your monthly G.E.A.R.s tip.  This year, we launched this communication series by noting that the total quality management process of PLAN-DO-CHECK-ACT would be the basis for our monthly updates.  This month we move into the CHECK phase of the cycle. 

The obvious question – so, how’re you doing with respect to your supplier diversity efforts?    Instead of taking a random approach to your “checking”, I want to propose an approach that looks at four basic areas in assessing supplier diversity effectiveness: (1) Leadership/Management, (2) Goals, Measures, and Objectives, (3) Organizations Linkages, Communication, and Perception, and (4) Resources.  Let’s expand further on each of the four areas to identify “gaps” and areas of improvement. 

For “Leadership/Management”, do you have approved written policy statements, which have been communicated to key internal and external audiences, including buyers, shareholders, and others?  To what extent is key leadership (CEO/chief procurement officer, etc.) engaged, committed and supportive? 

With respect to “Goals, Measures, and Objectives”, are corporate, departmental, and individual performance measures with respect to supplier diversity goals and objectives tracked and reported upon? To what extent do these drive the desired behavior? 

Moving on to “Organizational Linkages, Communication, and Perception”, supplier diversity should not be the sole province of one individual or department.  Ideally, other functional areas should understand how supplier diversity can impact their success, including employee recruitment, sales and marketing, brand management, risk management, etc.  To what extent is supplier diversity tied with key business objectives and to what extent do other business areas utilize supplier diversity to achieve their own goals and objectives? 

Finally, let’s assess the state of “Resources” (or perhaps the lack thereof).  What is the nature of staff roles which support supplier diversity and what is the level of support – full-time, part-time, etc?  Do key staff members have the organizational credibility to move the program forward? 

A good activity to accompany the “check” or auditing process is to marry it with benchmarking against key competitors as well as “best-in-class” organizations.  In this way, the organization can see where it stacks up and also assess the value and ROI in making specific changes and process improvements.  My preference in benchmarking is to be very thoughtful regarding what to benchmark and to realistically consider if and how the organization will act upon the results.  It’s kind of like getting diagnostics tests at the doctor’s office.  The results may be interesting to have and “nice to know”, but if you as the patient don’t intend to act on the results, it may be a waste of time and money.

Instead, I prefer an approach where some forethought has been given to specific desired changes and process improvements, given the needs and requirements of the organization. Simply because Organization A is doing, say, supplier development which may be considered “world-class”, I hesitate to didactically state that this is the correct path for each organization.  Rather, the organization should consider its culture, its vision, its goals and objectives, and make a self-determined decision regarding “world-class”, including gaps and how to close them. 

For our June/July 2009 edition of Guide to Enhanced Achievement of Supplier Diversity Results, we continue to focus on the “DO” aspect of the PLAN-DO-CHECK-ACT cycle.  In this case, let’s address the DO of Generating Revenue from Supplier Diversity, a very timely topic for our current economic climate.  This month our format is a bit different.  We have a special guest, Natalie McCants, who has some valuable information based on real-world experience to share on this topic

Natalie is with the Global Outsourcing and Infrastructure Services business unit within Unisys, a $5.7 billion company providing security for business operations, including systems integration, server technology, infrastructure, consulting, and outsourcing.  She is on a one-woman crusade to change the game of supplier diversity – to go beyond simply “checking the box” to leveraging supplier diversity to generate corporate revenues.

I recently met Natalie when she participated in a panel discussion at a Carolinas Minority Supplier Development Council meeting.  I was intrigued by her comments, and wanted to share her thoughts and perspective with a broader audience.  I appreciate that she agreed to an interview, which follows below. 

Felicia: Tell me how Unisys came to this somewhat radical view of supplier diversity as a revenue generator.  Was it driven from the top, say, by the CEO?

Natalie:  Of course Unisys executives including present CEO, Ed Coleman has encouraged Supplier Diversity Initiatives.  Similar to other corporations, we have an established procurement process that allows for M/WBE participation.  I identify this as more of a cost savings/competitive MRO type environment.  However, there should be a two (2) pronged approach.  So, besides the cost cutting opportunities typically associated with the Supplier Diversity procurement process, we also need an increased focus on those opportunities that generate “real” revenue.  That can typically only be generated at the field level within the sales organization.

The Director of Unisys Supplier Diversity, Ed Weil-Reyes and the sales organization put our heads together, taking a look at how we could better affect the bottom-line objective of the company – increased revenue generating opportunities.  In order for Supplier Diversity programs to truly be impactful to a corporation’s business drivers – it has to generate profit and revenue.  Unisys had some key thinkers who were helpful in bringing this strategy to light; Cathy Adducci and Ed Weil-Reyes were key to this initial success.  This new focus began as a few people – the right opportunity – the right client – all leading to success, which convinced others at Unisys to take a look at what we were doing.

Felicia: At the CMSDC meeting, you talked about a deal that sounded like the real “proof in the pudding”, where Unisys partnered with an MBE in a rather unique fashion: Unisys was the sub contractor and an MBE was the prime contractor.  Can you describe that a bit more?

Natalie: We had been having conversations with VisionIT, a $9 million MBE, for over a year.  At the same time, Unisys was searching for qualified MBEs for subcontractors on contracts with the state of Michigan.  VisionIT presented an opportunity to us with the Detroit Public School Systems. The deal that we ultimately put together and which was the winning bid was better than $30 million lower than the next closest competitor.  Our competitive pricing was assisted by strategically deciding to shift the traditional MBE partnership paradigm.  In this opportunity the MBE acted as the prime contractor while Unisys provided a subcontractor role to the partnership.  The overall contract value was $40-$50 million in total.

Felicia: Since you successfully implemented that deal, what has changed regarding this “reinvention” of supplier diversity at Unisys – how would you describe the “current state”?

Natalie:  We are truly still in our infancy.  Currently, we are systematically searching for more opportunities, more MBEs.  We realize that relying on a single strategic partner to fulfill a Vision IT role is not sustainable in the long run.  The mantra is “more partners, in more regions, for more opportunities”.  In addition, we have learned that there is no “one size fits all”.  We have to evaluate each opportunity on a case-by-case basis, given the availability of strategic partners, the client needs, etc.  We are working on about 4 or 5 potential deals, both public and private sector, which is a pretty good number for the early stages.

Felicia: What are your tips for corporations to help them in realizing revenue opportunities as a result of supplier diversity?

Natalie:

1. Move from the “checking the box” mode of supplier diversity and begin viewing MBEs in the same manner as you do other strategic partners 
2. Leverage the relationships that your strategic MBE partners have and understand how these relationships can assist the client in meeting their own supplier diversity goals.
3. Understand how the value proposition of supplier diversity can align with your company’s bottom-line revenue objectives.  Opportunities include:
   • Allowing your offering to be more price and solution competitive
   • Exploring innovative strategic partnering structures
   • Figuring out how to assist the client in exceeding their supplier diversity expectations
4.   Use NMSDC and regional councils as a means to understand the true value proposition of minority partners.

 Felicia:  What are some tips that might help MBEs participate in this arena?

Natalie:

1. Change their view of themselves and the value of their firms.  MBE firms must begin to see themselves not simply as minority vendors trolling for corporate projects, but they must begin to view themselves as true strategic partners, just as a Dell or Cisco would view themselves in relation to a Unisys.
2. Do the internal work to ensure viability and attractiveness.  This includes having strong financials (accurate bookkeeping and financial records, solid Dun & Bradstreet ratings and good credit, and high client references.
3. Do your homework.  Research the company, know what you want, come to the table with opportunities.  Take inventory of your existing client relationships and their needs.  Identify how you can work with a Unisys to gain more opportunities.  Know Unisys.

Felicia: Any final thoughts to share?

Natalie: Now is the time, given the economic challenges, to reinvent the idea of supplier diversity.  Being innovative in approach can ultimately lead to creating value and economic stimulus, jobs, and business growth.  Doing the work now is the framework for a better and a more profitable tomorrow.

Thanks again to Natalie McCants for being our special guest this month, and providing a “real-life” success prescription for generating revenue from supplier diversity.

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• Win FREE diversity sourcing support* - VENDOR PRE-QUALIFICATION included!
  • Just add your input, insights, and comments at the top right of the page (above our logo) - at the orange comment bubble.

One (1) lucky poster* will be randomly selected during June and will WIN a FREE pass to our certified diverse vendor community – a $500 value!

* Applies to majority corporation/government posters only.

For many of us, May starts the season when we turn our thoughts to moms and the influence they have had on our lives.  May also is often the beginning of the season for many conferences all over the country.  As many corporate travel budgets are being severely slashed, it is critical to make the most of these opportunities.

For our May 2009 edition of Guide to Enhanced the Achievement of Supplier Diversity Results, we continue to focus on the “DO” aspect of the PLAN-DO-CHECK-ACT cycle.  In this case, let’s address the DO of sourcing inclusion and MWBE capacity building.  What are some lessons that we learned from Mom that we can apply to furthering supplier diversity goals and objectives?

Make New Friends…

It is easy at these events to blindly collect and distribute business cards without real thought or intention.  If you have a booth, say, at a tradeshow, or if you are simply walking the floor, proactively determine in your mind’s eye a relationship with a particular type of vendor that you may want to initiate.  Try to define a new target for each day of the event. Then, follow-up with this vendor and determine how you can include this firm in your supply chain, provide technical support, and/or open doors for them with your colleagues.

But, Keep the Old…

Using Mom’s mentoring and nurturing touch as an example, take an existing high potential/high performing diverse supplier under your wing and “pow-wow” about how you can help build their capacity, using an upcoming event as a springboard.  What face-to-face introductions can you make for this MWBE?  What doors can you open?  How can you help this firm achieve business growth goals?

      Please share your thoughts and best practices by posting a comment at the bubble above our logo.

____________________________________________________________________________________

Also, see Felicia featured on Reader’s Digest for the month of May and join her moderated discussion for small businesses.  Click here.

.  _____________________________________________________________________________________

• Win FREE diversity sourcing support* - VENDOR PRE-QUALIFICATION included!
  • Just add your input, insights, and comments at the top right of the page (above our logo) - at the orange comment bubble.

One (1) lucky poster* will be randomly selected during May and will WIN a FREE pass to our certified diverse vendor community – a $500 value!

* Applies to majority corporation/government posters only.

 For our April 2009 Guide to Enhanced Achievement of Supplier

Diversity Results tip, we move into the DO phase of the PLAN-DO-

CHECK-ACT cycle.  Given the economy, let’s talk about what you are

doing differently to include diverse businesses in sourcing

opportunities.  Despite layoffs, credit crunches, and reduced

consumer spending, there remains a baseline level of work in corporations

and the required supporting goods and services. Now is the time to

pow-wow with the CPO and team to understand their needs in an

extreme cost-cutting environment and what can be fulfilled by

small and diverse business.  A few examples:  

•  Take a fresh look at the purchasing sacred cows, namely

legal, accounting, and various high-end professional services. 

Smaller firms may be more flexible in pricing plans while maintaining

appropriate service levels.

• Consider existing “troubled” suppliers. Could be the time to identify

replacement vendors; ensure to include diverse vendors in the hunt.

•  Consider if job losses have created gaps in service requirements that

could be fulfilled by enterprising MWBEs.  Brainstorm confidentially

with a trusted existing diverse vendor to explore the possibilities.

This is a tough “ask”.  It’s easy to just put your head in the sand.

A friend told me this stance creates an obvious (maybe bigger?) target.

So, take an active role in creating opportunities for small biz, including

MWBEs.  As we all know, this is where the real job creation occurs.    

_________________________________________________________________________________________

 Win FREE diversity sourcing support* - VENDOR PRE-QUALIFICATION included!

• Just add your input, insights, and comments at the top right of the page (above our logo) - at the orange comment bubble.

Five (5) posters* will be randomly selected during April and each 

will WIN a FREE pass to our certified diverse vendor community - a $500 value!

* Applies to majority corporation/government  posters only.