We implemented an automated ERP system that makes our traditional purchasing manager seat redundant. We want to repurpose this loyal employee into a new vendor relations seat. How do we design this new seat on our Accountability Chart so it is a true seat with high-impact roles?

Question

Tyler Smith · Accepted Answer

When software or AI automates a major part of a seat, like your traditional purchasing manager role, you must not keep the redundant seat on your Accountability Chart just to protect a loyal employee's feelings. This drags down your margins and confuses your team. Instead, design your ideal structure for the future first.

If you need a new vendor relations seat to manage strategic supplier partnerships, define this seat on your empty chart. List five high-impact roles, such as negotiating contract terms, auditing supplier quality, and sourcing alternative vendors. These roles must focus on strategic growth, not administrative paper-pushing.

Once the seat is defined, evaluate your former purchasing manager using GWC™. Do they Get It, Want It, and have the Capacity for this more strategic, high-value seat? If they pass the GWC™ test, place them in the seat and train them on the new metrics. If they do not pass, you must resist the urge to dumb down the roles to fit their current skillset. You must find someone who does GWC™ the new seat, and find a different, genuine seat for your loyal employee where they can succeed, or assist them in exiting the business cleanly.