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Greater Organizational Transparency in Procurement

November 09, 2015

Have you ever had trouble making a decision as a result of incomplete, out of date, or potentially inaccurate information? Have you ever fallen prey to underestimating risks or overstating perceived benefits? 

Greater organizational transparency is an effective way to mitigate these risks and avoid poor decisions. Transparency across levels of an organization results in greater profits and helps to control some of the most common managerial difficulties companies face. As Oscar Berg[1] outlined, there are three central reasons why organizations should increase transparency:

  • Make Information actionable
  • Avoid unnecessary risk taking
  • Enable sharing and collaboration

Yet often barriers exist in our organizations that inhibit these avenues of growth and development. One such barrier commonly exists in the bid calendar process. Suppliers are often unable to see all bids, all parties involved, when the bid starts, or are unable to request consideration for a bid. Furthermore even if all of these features are present, they are all too often spread across a spectrum of tools and interfaces that inhibit transparency and thereby reduce efficiency. The complex systems used also make it difficult for a buyer to remain fully aware of all suppliers that can fulfill a particular need, so they are forced to make a less than ideal selection as deadlines approach.

Yet with the system Mazree has developed, bid calendars facilitate open communication and complete transparency throughout the bidding process. Suppliers are fully aware of all bids, all parties involved, bid dates, and can easily request consideration for a bid. Buyers have all capable suppliers within their scope and can easily expand their reach to find the best supplier for a specific need. 

For access to our bid calendar and other collaborative tools, visit:

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Secrets of Organizational Effectiveness

September 17, 2015

How can you make your organization work together as a more cohesive unit? There are several areas, identified by industry experts, which ought to be analyzed in order to increase organizational effectiveness.

Central aspects that should be considered for improvement, as identified by Jesse Newton and Josh Davis[1] of, can be loosely organized in the following areas: autonomy, purpose, and recognition.

(1) Autonomy at the Front Line

Micromanagement is the enemy of autonomy and inhibits managers from making the individual decisions that can lead to the adaptability and glocal (global business acting with the local interest) strategy necessary for optimized success. Mauricio Delgado and his social and affective neuroscience research laboratory at Rutgers University have found, the perception of increased choice in itself activates reward-related circuits in the brain, making people feel more at ease[2].

(2) The “Why” of Everyday Work

As David Ulrich mentioned in his book The Why of Work: How Great Leaders Build Abundant Organizations That Win, “When desperate people seek easy solutions without doing the hard work of fundamental learning and change, resilience is undermined and real growth and learning fade.”[3] For this and countless other reasons it is important to instill in employees the understanding of why what they are doing matters on a day-to-day basis; therein lies thoroughness, satisfaction, and greater commitment to a cause. All too often however we allow employees to become entrenched in the nuances and intricacies of a particular task, blinding them from the fact that this is one essential contribution that helps compose a masterpiece. When it’s clear to employees that they’re helping others through their work, their intrinsic motivation rapidly expands.

(3) Recognition and Rewards

As mentioned by Jesse Newton and Josh Davis, “Neuroscience explains the importance of the personal touch in delivering recognition that matters. When a manager recognizes an employee’s strengths before the group, it lights up the same regions of the employee’s brain as would winning a large sum of money. Rewards of all kinds, including social rewards, tend to release the neurotransmitter dopamine, which produces good feelings. These reward circuits encourage people to repeatedly behave the same way.”[4] The best managers are capable of rewarding individuals in a way that is catered specifically to that employee. Everyone finds motivation from slightly different sources and companies that thrive capitalize on this knowledge and make it a key facet of analysis in building strong teams and individuals.

By analyzing this cycle of autonomy, purpose, and recognition on an individual-by-individual and team-by-team basis, we can more easily identify areas of improvement and weaknesses within our own organization. Odds are that struggling employee could use support in one of, in not all of, these three areas. Even the brightest team leaders and managers can gain insight by becoming more aware of this cycle in their own lives and how each member of their team responds at each stage of the cycle.

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Supplier Relationships

September 02, 2015

The typical supply chain relies on the skills and resources of hundreds, perhaps even thousands of suppliers—each of which occupies a “link” on the chain. When one link can’t see what another is doing—or, when one is isolated from the rest by siloed thinking and processes—the entire supply chain can suffer.

In a recent study[1] conducted by Peerless Research Group on behalf of Supply Chain Management Review and Logistics Management for E2open, Inc., certain aspects of typical relationships with key suppliers were quantified.

The vast majority of companies do not consider themselves in total alignment and a significant portion, 33% of companies surveyed, did not consider their relationships to be fully responsive or interactive. Furthermore 63% of companies admit struggling to resolve unexpected events with suppliers as a result of this failure to achieve alignment. [2][3]

As can be seen from the chart above[4], a vast majority of companies still rely on manual emailing, phone calling, and even faxing in order to collaborate with trading partners despite the leaps and bounds that technology has taken to fill such voids.

So how can you effectively collaborate when the buyer and supplier are unable to collaborate virtually? SharePoint is too difficult to extend beyond your Intranet, Dropbox is just a place to store files. What about true collaboration? Discussions, live chat, folder creation, document sharing, and custom pages.  You can do all of that with your suppliers using Mazree’s Collaboration Rooms. They are simple to use and will change the way that you do business, explore our website to learn more:

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