Research Paper: Communication Plan for a Vendor

Pages: 11 (3480 words)  ·  Bibliography Sources: 9  ·  Level: Doctorate  ·  Topic: Management  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] They must understand why the transformation is required and their roles in achieving the transformation. This can be achieved by cultivating a climate of collaboration and participatory decision making as recommended by change management theory.

Leadership theory also has important implications for procurement management practices at the organisation. More specifically, a project leadership style characterised by team involvement and empowerment has the potential to minimise resistance to change. As mentioned earlier, the organisation is in the process of transforming its procurement processes in an effort to improve procurement efficiency. Though the initiative has gone quite well so far, the possibility of resistance cannot be ignored altogether. To avoid or minimise possible resistance, the procurement manager and other project management leaders in the organisation must forge an environment of collaboration and participation. They must effectively communicate the goals of the procurement change initiative and put the necessary measures in place to motivate and empower project teams.

The relevance of the task perspective stems from its focus on project tasks, while the organisational perspective is relevant because it pays attention to broader organisational processes. While efficiency and effectiveness in procurement activities is important, interdependency between the project and other elements of the organisation cannot be underestimated. Procurement activities at the organisation are considerably dependent on other processes within the organisation such as financial and operations management. Accordingly, the organisation must effectively balance between procurement projects and other organisational processes.

Selected Theory for Case Study

A careful examination of the selected literature reveals that the link between project management and change management is still a largely under-researched topic. Much of the research in this area focuses on either project management or change management. In other words, both topics are mainly approached separately. This is quite worrying given the increased relevance of change management principles to project management. The scarcity of research is particularly true for the connection between procurement management and change management. The few studies in this area focus on project management in general as opposed to specific project management areas. This could mean that procurement practitioners have little or no knowledge of the relevance of change management theory to procurement management. This is especially true for the selected organisation, wherein there is generally little application of change management principles to procurement processes. Understanding change management principles is crucial if the organisation is to achieve more successful procurement outcomes.

The identified gap in research means warrants further research in this area. The selected organisation is a particularly useful case study for the research. Toward this end, two research questions are formulated. The first question is: 1) To what extent do procurement practices at the organisation reflect change management principles?; 2) Are procurement managers at the organisation aware of change management principles? Selecting the most suitable theory for the case study can be quite confusing since all the identified theoretical frameworks generally centre on OD. Even so, change Leadership theory is deemed the most appropriate theory for the case study. Change management without a doubt is all about leadership. How do change leaders influence their followers and organisations to adapt to change? This is a fundamental question for change leadership. Change leadership theory, therefore, provides an ideal premise for answering the research questions.

As the proposed research is a case study that seeks to establish the extent to which change management concepts are applied to procurement activities, procurement managers and other key project managers in the organisation would be ideal sources for the required data. The data can be collected via in-depth interviews so as to obtain a detailed understanding of the research problem. Change leadership theory would be valuable in interpreting the data as it would provide a basis for comparing the perspectives of managers with change management concepts.

Conclusion

Overall, change management principles can be useful to procurement management. As organisations transform procurement practices, it is imperative to base the transformation on change management concepts. This has the potential to produce more successful procurement outcomes.

References

Griffith-Cooper, B., & King, K. (2007). The partnership between project and organisational change: integrating change management with change leadership. Performance Improvement, 46(1), 14-20.

Hornstein, H. (2015). The integration of project management and organisational change management is now a necessity. International Journal of Project Management, 33, 291-298.

Larsen, T., & Eskerod, P. (2016). Using change management principles in projects – an exploratory case study. Journal of Management and Change, 34/35, 44-59.

Levasseur, R. (2010). People skills: Ensuring project success – A change management perspective. Interfaces, 40(2), 159-162.

Lundy, V., & Morin, P. (2013). Project leadership influences resistance to change: The case of the Canadian Public Service. Project Management Journal, 44(4), 45-64.

Assignment 2: Vendor Communication Plan

Managing the relationship between the client and the vendor is a vital ingredient of success in not only procurement, but also the overall project. One of the ways of managing the client-vendor relationship is ensuring effective communication with the vendor throughout the procurement process (Project Management Institute [PMI], 2008). Communication is essential for monitoring vendor progress as well as conveying changes to the project’s scope, objectives, schedule, budget, and other performance aspects. This paper provides a vendor communication plan for a project that involves procurement. The procurement relates to the acquisition of an enterprise resource planning (ERP) system by an organisation known to the author. The vendor is a prominent software firm that develops applications for a wide range of business processes.

A good vendor communication plan has five important elements: stakeholder, information required, frequency of communication, channel (format) of communication, and individual or entity responsible for the communication (Lindstrom, 2014; Flemming, 2016). Stakeholder denotes the individual or entity to which information is relayed. Identifying the vendor is important for establishing the kind of information they would require and how it should be communicated. This is so because different stakeholders have different information needs. For instance, while the management would require milestones and project status reports, the vendor would require information relating to request for bids or proposals. The stakeholder in this case is the vendor of the ERP system.

What kind of information would the vendor require? This is a critical question that the communication plan must answer (Lindstrom, 2014). The aim of the communication plan is to monitor vendor progress as well as convey changes to any aspect of the project such as scope, objectives, and timeline. Though there could be several kinds of information needed by the vendor, two types would be particularly crucial: feedback and emerging issues. The procurement plan outlines the milestones and deliverables the vendor should accomplish at defined points in time. When the milestones and deliverables are achieved, giving feedback to the vendor would be valuable (Flemming, 2016). For instance, if the implementation of the ERP system is slotted in stages, feedback can be provided after the completion of each phase. The feedback may focus on praising the vendor for a job well done or areas that the client may want the vendor to do better. While feedback may not be part of the terms and conditions of the procurement contract, it sends a message to the vendor that the client acknowledges the efforts of the vendor. This has the potential to strengthen the vendor-client relationship to the benefit of both parties.

It would also be imperative to familiarise the vendor with developments that may affect the procurement process and the overall project. Projects are characterised by uncertainty: unexpected events may occur, resulting in the adjustment of scope, budget, timelines, and other aspects of the project (Flemming, 2016). In this case, for instance, the organisation may want the system to be implemented much faster. Similarly, there could be significant changes in procurement activities that may have considerable implications on the vendor. Such developments must be communicated to the vendor early enough.

An important question in communicating to vendors relates to how often communication should be made. This may not be an easy question to answer given that different projects have varying levels of complexity and informational requirements (PMI, 2008). Communicating to the vendor weekly and monthly would be ideal in this case. Weekly communication, for instance, can be used to give feedback on the progress made by the vendor. In a week, considerable progress can be made in implementing an information system. At the end of each week, it would be useful to offer feedback on the milestones and deliverables achieved. Much more comprehensive communication can be made on a monthly basis. The monthly communication would provide the organisation with an opportunity to offer a more detailed evaluation of the vendor. Nonetheless, there may some communications that cannot wait for a week or a month (Flemming, 2016). For instance, there could be a loss of a key member of staff within the organisation who was collaborating with the vendor to implement the system. It would be important to notify the vendor of such an event and the steps the organisation will take to address it.

Various channels can be used to… [END OF PREVIEW]

Four Different Ordering Options:

?
Which Option Should I Choose?

1.  Buy the full, 11-page paper:  $26.88

or

2.  Buy & remove for 30 days:  $38.47

or

3.  Access all 175,000+ papers:  $41.97/mo

(Already a member?  Click to download the paper!)

or

4.  Let us write a NEW paper for you!

Ask Us to Write a New Paper
Most popular!

Marketing Plan the Potential Audiences Marketing Plan


Communication Technologies Term Paper


Marketing Strategies the Marketing Plan Delivers Marketing Plan


Marketing Plan for a Mass Customized Smartphone Essay


Communication in Starbucks Term Paper


View 533 other related papers  >>

Cite This Research Paper:

APA Format

Communication Plan for a Vendor.  (2017, August 19).  Retrieved April 24, 2019, from https://www.essaytown.com/subjects/paper/communication-plan-vendor/9091091

MLA Format

"Communication Plan for a Vendor."  19 August 2017.  Web.  24 April 2019. <https://www.essaytown.com/subjects/paper/communication-plan-vendor/9091091>.

Chicago Format

"Communication Plan for a Vendor."  Essaytown.com.  August 19, 2017.  Accessed April 24, 2019.
https://www.essaytown.com/subjects/paper/communication-plan-vendor/9091091.