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Filed in Supply Chain Strategy

Friday, May 05, 2017

In 2014, General Motors launched a new strategic initiative to improve supplier relationships and drive financial performance. Nearly three years later, Strategic Supplier Engagement is delivering solid results.

Power in a negotiation is less a product of the situation and more the result of the actions one takes. By thinking creatively, negotiators can find, build and deploy a wider range of leverage opportunities. Supply Chain Supplier Negotiations, Supply Chain negotiation tactics
Posted on 05/05 at 09:28 AM
Magazine ArchiveFeatureNegotiationsSupply Chain StrategyPermalink


Friday, March 03, 2017

All too often considerable managerial resources are directed toward planning activities and processes with little in the way of tangible results. That’s because their supply chain strategy is not aligned with the business strategy.

Thursday, February 16, 2017

This webcast explores how Supply Chain Frameworks are being used to oversee and guide planning and operations.

Tuesday, December 06, 2016

American Casino and Entertainment Properties embraced supply management principles for three of its most critical service supply items. The result has been a win-win for ACEP and its suppliers—generating millions in savings.

Thursday, September 01, 2016

The larger and more complex a supply chain becomes, the greater its potential to under-perform.
Posted on 09/01 at 01:54 PM
BlogsMagazine ArchiveSupply Chain StrategySeptemberOctober2016Permalink


Thursday, May 05, 2016

Supply chain managers are overwhelmed with choices and information. Too often the result isn’t decisiveness, but gridlock. The answer: Put in place strong leadership that gets to the choices that drive supply chain excellence.
Posted on 05/05 at 03:07 PM
Magazine ArchiveE-CommerceSupply Chain StrategyPermalink


Monday, January 25, 2016

Cushman & Wakefield Reports Robust Year for U.S. Industrial Sector
Posted on 01/25 at 04:24 PM
NewsIndustrial Real EstateReal EstateSupply Chain StrategyPermalink


Friday, January 01, 2016

There’s a reason that the average CPO tenure is down to just over three years. Maybe its time for procurement leaders to rethink their strategies for cost savings and supplier relationships.
Posted on 01/01 at 11:29 AM
Magazine ArchiveSupply Chain StrategyPermalink


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