You lead a procurement function. You worked your butt off in 2017 to hit your savings target, and improved supplier performance through your SRM efforts. Those SRM efforts stretched to improving your key supplier’s business operations, and you secured the lion’s share of the benefits that accrued from that support.
In recent months we’ve seen the re-emergence of Supplier Relationship Management (SRM) as a topical issue and a genuine priority for CPOs. Sadly, the topicality has mainly been case after case of evidently inadequate SRM from ‘bullying’ customers, particularly from the food and beverage sector. Apparently extending supplier payment terms
Recently, I hosted the second in a series of sessions that form a coaching assignment with a senior procurement manager in one of the U.K.’s pioneering high-tech companies. Most of my coaching clients are managers seeking ways to improve their leadership capabilities, to get more out of the staff who
In this series on influencing skills, David Atkinson will take readers though the principles, the methods, and the skills required for professionals to acquire and adopt as they seek to become effective advisors to key managers in their own, or their customers’ organisations. This first blog will set the scene
Working with large multinationals, it is always interesting to see how the balance is struck between the influence of the support (sometimes central) functions of the organisation and the decision-making powers of the product lines and operations. No two companies are the same – the structure and dimensions of every
Somehow or other, the HR function has “stolen” Performance Management! The Chartered Institute of Personnel and Development (CIPD), for example, writes on its website, “Fully realised, performance management is a holistic process bringing together many of the elements that make up the successful practice of people management including, in particular,
Guest blogger, David Kemp, recently Vice President-Supply Chain at the Engine Control and Electrical Systems division of Goodrich Corporation, continues his theme on organisational change. When I wrote here in January about how to design a successful organisation, I set out to recommend three basic steps. The approach avoided the
Retaining your company’s competitive advantage in the face of the global financial meltdown is becoming increasingly challenging – and the pressure is not about to relent any time soon. If businesses are to survive this latest wave of competition, then they have to put continuous improvement and innovation at the