I am facing a problem with one of my colleagues. He targets all my points constantly and negatively. He is the head of material planning and supply chain, and I am the Purchasing Head responsible for price finalization. Whenever there is any supplier-related issue, he wants me to resolve it, causing me to waste most of my time. He constantly highlights to every other team member that it is my fault when suppliers do not respond to him regarding material supplies. Due to this constant bombardment, all other colleagues also think that it is my fault, tarnishing my image.
Our responsibilities are unclear, and there are more expectations from me than from him. In such a situation, what should be my strategy? Please help me out.
From India, Indore
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Our responsibilities are unclear, and there are more expectations from me than from him. In such a situation, what should be my strategy? Please help me out.
From India, Indore
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Dear Vishal,
The penultimate line of your post sums up your challenge. You have written, "Our responsibilities are not clear, and there are more expectations from me than from him."
Therefore, what you need to do is approach your HR and decide the division of duties and responsibilities once and for all. In fact, your HR has given wrong designations to both of you. He is the Head of material planning and Supply Chain, and you are the Purchasing Head. There should be only one Head of SCM, and all others should report to him. You can be the GM of Purchase.
As far as vendors are concerned, each company in the manufacturing sector has to deal with their vagaries. There is no need to make a mountain out of a molehill.
Have you measured the on-time performance of the vendors? For the time being, ask him to reverse your roles. Let him handle Vendor Management. Let him improve the on-time performance of the vendors and take the credit.
Lastly, many things depend on the quality of the vendors as well. Do you have a sound system to evaluate vendors? Have you developed a proper scorecard to measure their performance? I ask these questions as I conduct the training program on Vendor Management.
Thanks,
Dinesh Divekar
From India, Bangalore
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8032The penultimate line of your post sums up your challenge. You have written, "Our responsibilities are not clear, and there are more expectations from me than from him."
Therefore, what you need to do is approach your HR and decide the division of duties and responsibilities once and for all. In fact, your HR has given wrong designations to both of you. He is the Head of material planning and Supply Chain, and you are the Purchasing Head. There should be only one Head of SCM, and all others should report to him. You can be the GM of Purchase.
As far as vendors are concerned, each company in the manufacturing sector has to deal with their vagaries. There is no need to make a mountain out of a molehill.
Have you measured the on-time performance of the vendors? For the time being, ask him to reverse your roles. Let him handle Vendor Management. Let him improve the on-time performance of the vendors and take the credit.
Lastly, many things depend on the quality of the vendors as well. Do you have a sound system to evaluate vendors? Have you developed a proper scorecard to measure their performance? I ask these questions as I conduct the training program on Vendor Management.
Thanks,
Dinesh Divekar
From India, Bangalore
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Thanks. The problem is that our plant head is not strong. He just acts as a judge during any conflict between us and instead of taking corrective action on his part, he simply highlights to top management that we both have conflicts, leading the top boss to fire both of us. Ultimately, since I am not well-versed with a loud voice, he wins. This is destroying the overall work environment.
From India, Indore
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From India, Indore
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Dear Vishal,
It goes without saying that the conflict arises due to the weak leadership of the Plant Head. Long ago, he should have intervened, convened a joint meeting, and found an amicable solution. Leaders are expected to foster collaboration. When they fail, situations like this arise.
As mentioned in my previous post, identify the areas of agreement and disagreement between both of you. Based on this, create a list of duties for yourself and the other Manager. Approach HR to organize a meeting in the presence of the Plant Head. I suggest that Purchase Management and Vendor Management should be managed by the same person.
Ratios to Measure Performance of SCM: Currently, you have not shared the ratios used to measure the performance of the entire SCM. Once you start measuring performance, conflicts like this will reduce. I conduct training programs on "How to Measure Efficiency of SCM?" Click on the hyperlink to view the details. If you wish to speak with me personally, you can reach me on the mobile number provided in my signature.
Failures of HR: HR could have intervened earlier and prevented the conflict between two Managers in the same department. It appears that not only the Plant Head but HR also seems weak and has taken on the role of a passive observer. The conflict arose due to the lack of well-defined Job Descriptions (JDs). If HR does not define the JDs, who will? HR is also responsible for the organization's culture. Why did HR not realize that the ongoing feud between managers in the same department could negatively impact the organization's culture? HR is undervalued due to the subservience demonstrated in the workplace.
Thanks,
Dinesh Divekar
From India, Bangalore
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It goes without saying that the conflict arises due to the weak leadership of the Plant Head. Long ago, he should have intervened, convened a joint meeting, and found an amicable solution. Leaders are expected to foster collaboration. When they fail, situations like this arise.
As mentioned in my previous post, identify the areas of agreement and disagreement between both of you. Based on this, create a list of duties for yourself and the other Manager. Approach HR to organize a meeting in the presence of the Plant Head. I suggest that Purchase Management and Vendor Management should be managed by the same person.
Ratios to Measure Performance of SCM: Currently, you have not shared the ratios used to measure the performance of the entire SCM. Once you start measuring performance, conflicts like this will reduce. I conduct training programs on "How to Measure Efficiency of SCM?" Click on the hyperlink to view the details. If you wish to speak with me personally, you can reach me on the mobile number provided in my signature.
Failures of HR: HR could have intervened earlier and prevented the conflict between two Managers in the same department. It appears that not only the Plant Head but HR also seems weak and has taken on the role of a passive observer. The conflict arose due to the lack of well-defined Job Descriptions (JDs). If HR does not define the JDs, who will? HR is also responsible for the organization's culture. Why did HR not realize that the ongoing feud between managers in the same department could negatively impact the organization's culture? HR is undervalued due to the subservience demonstrated in the workplace.
Thanks,
Dinesh Divekar
From India, Bangalore
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