Sometimes it’s hard to get your message across, even when the message is relatively simple.
At the start of 2008 Company X engaged a new supplier for its office stationery and other sundries. The previous supplier’s contract was not renewed.
Announcements about the new supply arrangements were published in:
- the weekly email newsletter sent to all 6000 staff (18 January, 7 March and 23 May)
- an email from the procurement manager to everyone who had dealt with the previous supplier (10 March)
- a formal memo to all heads of department (11 July), signed by the Deputy Director of Company Administration
- another formal memo (25 August), signed by the Director of Company Administration and sent to the same distribution list as the 11 July memo
Each of these messages was clear, concise, firm, easy to understand. Anyone involved in purchasing stationery would have had to work hard to avoid hearing about the new supply arrangements.
As well, the previous suppliers were asked to cease soliciting business from individual Company X departments.
Over to you
It is now 1 October. The September accounts show that some Company X departments are still purchasing supplies from the old vendor. The author of the 25 August memo, the senior director responsible for day-to-day operations of the company, is not happy.
Today you have an opportunity to advise that senior director about what to do next.
What kind of problem do you think this is? How might it be solved?
What will you say to the senior director?
To discuss this hypothetical, click the “comments” link below and start typing!
Tags: business process analysis, case study, hypothetical, procedures
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