This week, many procurement professionals are facing a need to renegotiate some or all of a whole group of contracts - where demand has dropped suddenly, where critical goods or services need to be locked in, or where some second or third order effect from the current health crisis is hitting supply chains
by Mark Hubbard
5 ways to be better at SRM in 2018 to get more results from supplier relationships and deliver more value for the business.
by Mark Hubbard
When you last developed a category strategy how much time did you allocate to defining the current situation? It's all about the planning
by Alison Smith
We often here a cry go up for more innovation within the supply chain. The great hope is that, somewhere out there, is a detail of differentiation which will lead our business to a new level of greatness and if only we could find it, we’d be better off.
SRM is a core subject in the world of supply chain, but it is a surprisingly Cinderella subject - it goes in and out of fashion, the programs developed often seem to have core components missing, resource allocation is patchy and there’s a constant cry of ‘show me the money’.
In many supplier - customer relationships, the contract provides a significant focus. Some organisations have a strong approach to managing the outcomes of the contract and in some cases, this drives the entire focus of the organisation, both in terms of contract creation and in the way in which focus is directed during the delivery of the contracted goods and services