Innovation in Procurement and its Added Value to the United Arab Emirates Banking Sector, Islamic and Conventional
Anchor Academic Publishing (Verlag)
978-3-96067-184-8 (ISBN)
The selected candidates for this study include banks' senior management and business departments (Personnel Banking, Wholesale Banking, Treasury & Investment Banking, Information Technology, Project Management, Operations, Strategy & Transformation and Procurement), banks' suppliers, banks' customers with direct or indirect contribution with procurement and banks' activities as a whole. A total of 284 respondents participated in the conducted research, 30 of these respondents from two banks were interviewed and 20 of these responses were used for the business case.
Arafat El Mourad is a DBA student at SBS Swiss Business School, Switzerland, and is currently the acting Head of Procurement and Contract at a prestigious bank of the United Arab Emirates. His research focuses on Innovation in Procurement in the UAE banking sector. His research study lays emphasis on the existing procurement practices and presents a deep insight into innovation in procurement and ist impact on business performance.
Text Sample:
Chapter 2.6 Leadership in Procurement:
Snider (2006) stress the significance of leadership in procurement. Firstly, it helps leaders to guide and lead their teams and individuals to evolve and deliver procurement transformation and outcomes. Secondly, procurement involvements nearly in all parts of the bank, organizational process to procure the required commodities to satisfy business needs. Thirdly, transformational procurement assists organization by shifting their focus from internal customers (satisfy business needs) to internal and external customers satisfies all stakeholders' including internal and external customers.
None of the procurement authors, researchers, or CIPS have discussed leadership in procurement and its value to help organization to achieve their strategic goal, since procurement leaders and managers acquire almost everything required by their banks, organization and transfer the knowledge to their team by coaching and mentoring them in order to know what organization needs and wants, what to buy and when to buy, how it's bought and how it's utilized with what is bought. Procurement's leaders and managers are not advised to accept any substandard and insufficient performance of their operation since poor purchasing will affect the full-length organization performance, and funds will be misspent on substandard procurement choices and procedures which might destroy organizational effectiveness. Therefore, leadership and procurement is significant and can't overstate (Bauld & McGuinness, 2010).
Chapter 2.6.1 Procurement Leaders Traits and Characters:
Leadership in procurement is vigorous. First, personality trait; influence the behaviors of others; a descriptor of specialized persuasion; a power relationship; and instrument to aid organization in attaining its goals; a structural human relationship within and outside of an organization.
Leadership in procurement requires us to consider differently in comparison with the way traditional procurement used to run with up to the mark performance by delivering the fair quantity at the accurate time along with the required quality to the just place, assistance to others, come under right performance yet not suffice. Leadership goes beyond doing things well; it necessitates a professional buyer to take on a personal obligation for the performance of the organization. Which it requires vision and the ability for tactical insight; being proactive, drive tenacity; balance enthusiasm; and inclination towards taking risk; understanding the power of regulations, policies and procedures but the importance is the way you implement them in a balanced and practical way.
Procurement leaders necessitate generosity, humility, compassion, foresight, knowledge and wisdom; strong decision and the capacity to administer individuals effectively and influence others on decision they are taking and explain if it is beneficial for the business and community at large.
People who are born as leaders are called as traditional leaders, leadership character and traits are developed over time but some develop their skills accelerated than others. Leadership talents are improved overtime, through practice, preparation and training.
Leaders should be charismatic which will help them to influence others to agree and do the accurate and precise things for their team members and for their organizations. Moreover, leaders in general and in procurement should demonstrate self-control, courage, communication, reason and understanding, transparency, wisdom and principle, openness to innovation, honesty, reliability and integrity. Leadership will be needed and remembered mostly in times of difficulties, particularly in crisis. At the time individuals will require leaders who could guide them to take decision in possessing resilience (the aptitude to make the best of the bad situation). Also, they should have the ability to communicate to their team members and all stakeholders t
| Erscheinungsdatum | 04.03.2022 |
|---|---|
| Sprache | englisch |
| Maße | 190 x 270 mm |
| Gewicht | 460 g |
| Themenwelt | Betriebswirtschaft / Management ► Spezielle Betriebswirtschaftslehre ► Bankbetriebslehre |
| Schlagworte | Communication • innovation in procurement cost optimization • openness to innovation • procurement practices • skill & competency • skill & competency • stakeholder external • stakeholder internal • Transparency |
| ISBN-10 | 3-96067-184-9 / 3960671849 |
| ISBN-13 | 978-3-96067-184-8 / 9783960671848 |
| Zustand | Neuware |
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