At Kloepfel, interim purchasing managers bring broad experience, supplier contacts and expertise from various industries. This enables them to quickly identify problems and develop solutions. In doing so, the interim is more than just bridging a vacancy. Rather, as a temporary colleague and coach, he helps companies optimize processes, structures and costs, for example.
To be successful, the client’s management, purchasing and HR should be involved in the decision and selection of the interim manager. Read in this article what opportunities the use of an interim manager offers and what challenges he has to face.
Opportunities of using interim managers:
Flexibility: our interim managers can be deployed quickly, are not bound to long contract terms and can be terminated at short notice.
Expertise: Interim managers bring broad experience and specific industry knowledge from various company sizes, which can be of great benefit to the company.
Independence: Interim managers are not integrated into corporate structures and can therefore solve problems independently and objectively. Interim managers are therefore not afraid to deal with unpleasant issues.
While permanent managers often shy away from tough measures that may be detrimental to their own careers, interim managers consistently propose and help implement measures to improve the situation.
Support during changes: Interim managers can support companies during changes and restructurings and ensure that they are implemented successfully.
Cost efficiency: Interim managers are generally more cost-efficient than permanent employees, as they are only deployed for a limited period of time and do not incur any costs even in the event of illness or vacation.
They have to prove their worth on a daily basis and are highly motivated to achieve the goals in the agreed time frame – also with a view to further interim assignments and positive feedback to the intermediary interim provider Kloepfel. This should be reviewed on a regular basis.
This clear goal orientation, combined with a consistent will to implement, is what makes interim managers so efficient.
Return of Investment (RoI):
For HR and management, the question of return of investment (RoI) is particularly crucial. The investment (daily rate and expenses) for an interim manager depends on the task, the personal qualification and an on-site or remote assignment. The more demanding an IM is deployed, the return (in terms of savings or other measurable added value) is twice the cost or even far more in the majority of projects.
Challenges of using interim managers:
Lack of knowledge of the company: interim managers must first familiarize themselves with company structures and processes, which takes time. The better his references and industry expertise match the company, the faster he can familiarize himself with his field of activity in a few days.
Uncertainty among employees: The use of interim managers can trigger uncertainty among employees, as they cannot be sure, for example, how long the interim manager will stay. Open communication of the interim manager’s tasks and goals alleviates employees’ fears.
Potential conflicts: interim managers who are not integrated into the corporate culture can easily get into conflicts with permanent employees. Therefore, the interim manager needs the backing of the company’s management, which makes the tasks and goals of the interim project transparent from the beginning. In addition, the interim manager must have a high degree of empathy.
What distinguishes a good interim manager?
A good interim manager is characterized by the following qualities:
Experience: a good interim manager has extensive experience in various industries and company sizes. He recognizes the challenges and problems that can arise in different corporate environments and can therefore develop solutions quickly and effectively.
Technical expertise: He usually has specific, technical know-how and can therefore complete complex tasks quickly and effectively. When deciding on an interim manager, his or her education, career stages, experience, seniority and industry knowledge should be assessed.
Leadership: a successful interim manager has strong leadership skills, a high level of empathy and can quickly motivate and lead employees.
Supplier networks: He should have access to supplier networks (such as those of Kloepfel Consulting).
Problem-solving skills: In addition, strong problem-solving skills and the ability to quickly identify problems and their solutions are important.
Flexibility: A good interim manager is flexible, adaptable and can react quickly to changes as well as challenges.
Independence: A good interim manager is independent and can therefore solve problems objectively and without bias, without being influenced by existing corporate structures.
Strong Communication Skills: He has strong communication skills and can express himself well at both management and employee level.
Sense of responsibility: The interim manager takes full responsibility for his tasks and works hard to make the company successful.
Find out more about the use of interim purchasing managers at Kloepfel Consulting:
Contact:
Kloepfel Group
Christopher Willson
Tel.: 0211 941 984 33
Pempelforter Str. 50
40211 Duesseldorf
Mail: rendite@kloepfel-consulting.com