In 1974, I began taking purchasing courses at night school, as it was referred to then. I can recall in one class, when I asked the instructor about concerns for the environment, his reply was “don’t worry about that, it’s just a fad and will go away.” Note to self.
I started as a clerk in the sewers department at the City of Vancouver. Shortly after, I successfully interviewed for a job as a buyer at a local shipyard. They must have been desperate. One of the first hand-written requisitions was for an order of nuts and bolts – I didn’t even know they came in various grades. First lesson, learn quickly on the job.
I then went to work for lumber industry in 1979. It was a long commute via the Albion Ferry. Great place to work for a newbie buyer and I met one of the more influential people, early in my career, Owner of a prominent lumber company. I invited him to be a speaker at a PMAC dinner meeting and he agreed to do so. I recall vividly how he talked about how little he valued purchasing and thought the focus should be on product quality and lean production methods. Note to self – my days were numbered.
I left the forest industry and went into health care at a BC based hospital. A remarkably easy transition in the early ‘90s. The medical staff knew little about the business side of health care. My input was appreciated as we were able to optimize funding and use it more strategically. The lesson here was working on a cross-functional team makes more sense.
Then came a real challenge – inventory management. Few people in health care knew much about inventory. Even such basic issues as inventory turnover rates of medical surgical suppliers were unheard of. I began to research inventory methods and practices. The answer came with the advent of a horizontal carousel system, using Meditech technology – fundamental, low cost, and it worked well.
In 1995, we estimated that we were making 8 turns-per-year on supplies. Once the system was operating, we went to 24+ turns-per-year, using daily cycle counts. Absolutely unheard of at the time. We began using scanners with barcodes and literally eliminated outdated stock. My lesson from this was, if it can be measured, it can be managed. Then came the regionalization of health care facilities in BC and I didn’t fit into the new plans. Such is life. Another lesson learned, have a Plan B ready for career opportunities by remaining a life-long learner.
During my stint in the forest industry, I attained my Purchaser designation in Canada. I must acknowledge my respect for the late Professor Michiel Leenders from a Canadian University. A most demanding and encouraging individual who asked my permission to use a case study I wrote, and was included in one of his many text books. Mike was an inspiration.
In the mid-80s I started teaching courses in public sector and that hooked my interest in business. At 50-years of age, I began my MBA program at a Canadian University. I needed more professional development to get to the next level. The MBA program was a personal investment in myself that I never regretted. It opened so many doors for me.
I returned to British Columbia in late 2002, with the title of Manager, Materials Management. In my first week, the head of an engineering department came by to welcome me to the city. He added that he and the rest of engineering services had little use for the procurement department. Another lesson – find the root cause and fix it.
Shortly after, we centralized procurement across the city. Each engineering branch was assigned their own procurement staff person and worked in a matrix relationship – under procurement’s budget and direction but with internal client service responsibility. I had read about the matrix reporting from a hospital in New York which tried it. Another lesson, don’t reinvent the wheel or be afraid to be humbled by applying best practices born elsewhere.
I left the city, which was one of my favourite jobs, as we were ramping up for the 2010 Olympics. Another lesson for me was the importance of building effective working relationships with people and be accountable for the impact on their working and personal lives. You don’t always get to pick the team members but as a leader, you are responsible for the team’s performance.
I did join a local university for a couple years but left. It was fun while it lasted. Enough said.
In 2002, I met the late, BC based social entrepreneur. He redefined value for me. I like to say that he and I launched social procurement. He knew the social challenges and I, the procurement issues. Together, we later co-founded a provincial social procurement Initiative. Lesson here – if you help others succeed, you’ll succeed.
I started my own consulting firm in 2010. Loved it. It led to so many fantastic experiences. Improving client purchasing and operations across Canada from pulp and paper operations; mining companies; lube and oil companies; paint manufacturing; sustainable chemical technologies; liquor product promotions; civic policies and practices; teaching for the United Nations in Italy; presenting on social procurement to the World Bank in Washington, DC; procurement advisor to the Auditor General for Local Government in BC; and business coach for a Canadian University while traveling around Europe with Nancy.
A decade ago, owner of a prominent public procurement education company, asked me to facilitate training sessions. I’ll paraphrase her remarks, unless I received a high satisfactory rating on my participant evaluations, I may not be rehired. It worked out. Maureen’s knowledge about competitive bidding and contracting is only out done by her compassion for excellence.
Another lesson learned, love what you do and do what you love. Then it’s not work.
Written by: Larry Berglund