Another area of importance, is procurement’s ability to manage knowledge across the supply chain.
Knowledge management is a critical area for formalizing, codifying and securing ownership of SEI, and formalizing knowledge management means that existing expertise can be leveraged effectively and new ideas shared within a carefully managed, and lower-risk, environment.
As more stakeholders become involved in the SEI program, the importance of knowledge management will grow exponentially.
This module of the methodology will focus on proven methods for managing knowledge across a network of disparate individuals and organizations; from tools such as the SECI model to real-world best practice being put to use and information technology systems.
Level 1: Opportunistic Innovation
Documentation is maintained within the procurement function detailing previous and current innovations relating to specific products and services using basic resources such as Microsoft Office.
Level 2: Systemic Innovation
SEI knowledge is managed within a standardized platform or at a product/service family level to enable the sharing of ideas and solutions between organizations.
Level 3: Interactive Innovation
Procedures and clear governance exist to carefully manage the creation, use and sharing of SEI capital between partnering organizations using connected IT solutions.
Level 4: Embedded Innovation
SEI intellectual capital is actively sourced and used as a core resource at both concept and detail level within the partner network and leveraged externally as a mechanism for securing market position and competitive advantage.
Providing an arena (perhaps on a technical platform) where explicit knowledge can be debated and analysed is key. Creative CPOs will not only look to unlock the potential of the knowledge lying in the minds of their procurement team and wider business, but will also apply the approach to the extended network of suppliers and other third parties.