26 May 2009 | Rebecca Ellinor

Is it possible to lift your profile during a recession? Yes, say these recruiters and purchasers, who've given Rebecca Ellinor their top 10 tips

1.CUT COSTS

"Now is not the time for polished presentations on longer term strategies, or 'soft' messages on processes," says Steve Guy, head of purchasing at Arcadia Group.

"To get noticed, look for opportunities to positively affect the bottom line. Drive hard for lower prices using your negotiation skills."

"Go back to basics," urges Paul Carter Hemlin, director of Contract Management Direct. "You are an overhead: demonstrate your worth. If your company is cutting back, what are suppliers doing to help? Ask for savings and innovation. Is it time to renegotiate that problem contract?" "Look for opportunities to grow or save money - be creative and innovative," says Shirley Cooper, procurement and supply chain director, Computacenter (UK).

Lucy Theaker, managing partner at Snowdon Tate, adds: "Anything you do that will add to the bottom line will be a winner. However, don't neglect internal politics or forget about the longer term - show passion for and commitment to your business; be realistic but keep communication positive andupbeat."

Pat Law, managing director of Hays Purchasing & Supply, says buyers should actively promote their achievements and increase visibility. "Internal stakeholders should be briefed regularly so they know where the cost savings and efficiencies are made."

2. ENGAGE COLLEAGUES

"Look at spend areas that have been deemed insignificant or not appropriate in past years," says Stephen Fletcher, director at PSD Group.

"One example is emerging media, where robust contracts and strong negotiations will be needed. If you're given the opportunity to work in uncharted territory your reaction and the result must be swift and effective."

Arcadia's Guy adds: "Other parts of the business will be under pressure to reduce costs. Helping them do this has positive spin-offs for your future relations with those functions."

Anton Roe, director of support services at Matchtech, says clients are increasingly looking for individuals to demonstrate commercial leadership or project management skills in cross-functional teams. "Key attributes required are people engagement and motivational skills."

Also crucial are "agility, robustness, integrity as well as influencing and engagement," adds Jo Sands, principal, interim procurement and supply chain at Odgers. "Your ability to add value with fewer resources and influence business decisions in the boardroom will be heavily swayed by your ability to communicate in a language that they understand."

3 .DEMONSTRATE SRM SKILLS

Matchtech's Roe says: "These are in demand. Many suppliers have been forced to accept a change in commercial terms, so a need exists for individuals with the right approach to achieve these reductions while maintaining the same performance from the supplier."

Kath Harmeston, group procurement and group facilities management director at Royal Mail, adds: "You may have to respond to tactical requests and activities while maintaining a strategic focus (the markets are going to pick up in time and maintaining key supplier relationships will be vital). Know your cost structures and work with suppliers to reduce costs, not just prices."

Theaker at Snowdon Tate says buyers should create value-added, supportive relationships with suppliers so they'll be willing to work with you, instead of competitors, when you've more budget. Carter Hemlin says: "Management of suppliers could result in reduced expenditure while maintaining quantity and quality of services."

4. CONSIDER CASH FLOW

"Cash flow is king," continues Sands from Odgers. "It's critical to have a constant handle on your business credit status as well as your suppliers."

While rebate-related agreements have their faults, says Arcadia's Guy, they can be great for cash flow. "Make sure you get finance to buy in to your achievements and get them noticed."

5. ELIMINATE RISK

"You need to demonstrate broad supply market intelligence. Spot the risks and opportunities early and translate them for stakeholders and the business," says Harmeston.

"For example, what are the lost opportunities of not taking advantage of falling commodity prices?"

Buyers must have their finger "on the pulse of supplier insolvency", she says. "Let the business know of mitigation plans and imminent risks. Gear up for managing suppliers with cash issues - get the business to sign up to a policy plan and approach."

Chris Arnold, from ProCo Global, says: "Risk management is of greater importance today. We are seeing significant reference to it in job descriptions and recruitment processes." PSD Group's Fletcher adds: "If procurement get it right they will be able to flag when a supply chain is at risk and will need to take prompt and effective action."

6. INNOVATE AND BE FLEXIBLE

Christina Langley, managing director of Langley Search & Selection, says businesses will be shaking things up and taking a different approach, such as outsourcing areas that have been in-house.

"Candidates should volunteer for these teams. These roles are often high-profile and can be a way of accelerating promotion paths."

Arnold says his firm has noticed greater collaboration between non-competing consumer businesses and says the jobs these initiatives create are for the "good and great in the procurement community".

Sands, from Odgers, warns that strategic cost reduction alone is no longer enough: "CEOs now want procurement to be a source of value, innovation, and competitive advantage."

Matthew Edwards, head of supply chain management at NetworkersMSB, suggests buyers embrace change since restructures, mergers and alterations in working methods are rife. "Using technology in new ways, although risky, can differentiate you from the crowd. For example, how many people tender for creative media through an e-auction?"

7. BE A LEADER

Julie Anderson, head of interim at Purcon, says it's not just about the individual but the team they create. "Snap up the best available talent and develop them."

She also believes purchasers should also invest time and money into analytics. "Accurately utilise management information to get the best insights for category managers," she advises. "And don't forget to blow your own trumpet!

"Demonstrate a can-do attitude. Be ready to seize the moment. Every day is an interview day," says Computacenter's Cooper.

Buyers who continuously drive for tighter, more innovative supplier relationships and eliminate non-critical spend will be considered the 'cream' of the profession when companies replenish their teams, adds Anderson.

Fletcher, from PSD Group, adds: "Procurement professionals have to be more astute than ever from a commercial perspective, and prepared to make quick and yet difficult decisions."

8. STAY UP TO SPEED WITH TRAINING

Buyers should keep up-to-date with developments in e-sourcing and internet commerce, says Elaine Porteous of TechProPersonnel.

"Become an expert in your niche or industry. Upgrade your project management skills and become an expert in supply market analysis."

Anyone whose current position is at risk should volunteer to retrain, she says, and move into an area where there is a shortage of skills.

Cooper urges buyers to boost their qualifications:"MCIPS is the perfect one to have."

Hays' Law agrees that CPD is key. "Maximise your impact by focusing on training and development, whether formal or informal. Take on extra responsibilities and add value at every opportunity."

9. KNOW YOUR STRENGTHS

Also consider what skills you possess that could be transferable, says Carter Hemlin. "Could you give contract awareness training on the deal you have just done, or could you lead large contract changes?"

Emma Crichton of Capita, says this is particularly important for interims who currently face stiff competition. "Consider how your skills are transferable to industries you've not worked in previously. Improve your job applications, ensuring you explain not just what you've done, but how and what you have achieved."

10. SELF-PUBLICITY GOES A LONG WAY

Don't forget to look around, and pay careful attention to your CV and covering letter.

Julian Ward, consultant at Engage Resourcing, says: "The economic climate means there can be a tendency for those with secure jobs to stop looking and miss some of the best openings."

He suggests buyers implement back to basics programmes and capture successes on their CV.

And Law says buyers should ensure their CV and covering letters are tailored to each job.

"Careful preparation, which includes researching the organisation, is vital to making a successful application."

Edwards from NetworkersMSB says: "Your CV needs to be impeccable. Highlight techniques and methodologies you use and, most importantly, the benefit you brought."