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Supplier Relationship Management
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At the same time, functional silos have crumbled to ruins. Walk the cor- ridors of any leading company and you are likely to see cross-functional teams working on key initiatives. Today’s procurement executives are as eloquent in engineering and marketing language as their counterparts in the other functions are fluent in the language of sourcing strategies. The age-old tactic of suppliers playing functional managers against pro- curement people has largely lost its value and might even backfire on the suppliers.
Also, pounding the table has ceased to be the preferred sourcing strat- egy. Today’s procurement teams are working with a host of differentiated strategies that are selected based on the company’s demand power and the supplier’s supply power. The resulting strategies exceed the traditional remit of procurement by far and pull in substantial competencies from engineering, manufacturing, IT, and supply chain management. They even encourage procurement people to think and act as entrepreneurs. A sig- nificant subset of the authors of this book hopes to have contributed to this trend with the creation of the Purchasing Chessboard.1 This chess- board provides 64 techniques for buyers to reduce cost and increase value from category sourcing. These techniques are chosen depending on the balance between supply and demand power.
Managing operational processes has become a highly standardized topic. Today, no leading company worries about procure-to-pay processes. There is no more guessing and reinventing the wheel in these areas; there is just one right way to do it. The same is true for procurement information systems. After albeit huge investments, it has become the norm to press a key and get accurate information on who buys what from which supplier
Saylor - Personal Name
2nd Edition
NONE
Supplier Relationship Management
Management
English
2012
USA
1-183
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