Login



For PLUS+ subscription assistance, contact customer service.

Not a PLUS+ Subscriber?

Become a PLUS+ Subscriber today and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access
  • 7 Magazine Issues per Year
  • Companion Digital Editions
  • Digital Edition Archives
  • Bonus Email Newsletters

Subscribe Today!

Premium access to exclusive online content, companion digital editions, magazine issues and email newsletters.

Subscribe Now.


Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

PLUS+ Customer Service Support


Customer service for all PLUS+ subscribers is available Mon-Fri, 9am-5pm Eastern time.

Email: [email protected]
Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)
Mail: PO Box 1496, Framingham MA 01701-1496, USA



You have been logged out of PLUS+


For PLUS+ subscription assistance, contact customer service.

Need to access our premium PLUS+ Content?
Upgrade your subscription now.


Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?


To begin or upgrade your subscription, Become a PLUS+ subscriber now.

For assistance with your PLUS+ subscription, contact customer service.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For PLUS+ subscription assistance, contact customer service.

Sourcing Success under Tight Time Pressure

The pressure to cut costs—and do it fast—shows no signs of letting up anytime soon. Not surprisingly, that pressure is often felt most intensely by the organization’s supply management professionals. But how best to respond to the challenge of sourcing under time pressure and achieving the desired cost-reduction results? The guidelines offered here can help answer that critical question.

By ·

Emergency room (ER) physicians constantly make critical decisions with limited information and under extreme time pressure. What separates best-in-class ER physicians from the pack is that they not only “do the right things,” but also “do things right.” In addition to possessing the knowledge to diagnose and select the appropriate treatment strategies, top performing ER physicians think creatively and adopt non-traditional tactics to “do things right.” First, they have the skill to adapt and modify text-book treatment approaches based on the severity of the patient’s condition and time constraints. Second, they judiciously take short-cut tactics to accelerate treatment processes if the patient is running out of time. And lastly, they effectively triage and mobilize the entire ER staff to work as a well coordinated team to stabilize the patient as quickly as possible.

Similar to an ER physician treating incoming patients, executives often are placed in various time pressure scenarios where they must achieve rapid positive results—for example, cost savings—under a tight timeline.  Specific challenges might involve delivering against an aggressive post merger target; bracing for a worse-than-expected economic downturn to offset softening revenue; or enabling a rapid enterprise-wide transformation where early wins become the critical change catalyst. Companies often pursue an enterprise procurement transformation to meet these challenges. However, a systematic and enterprise-wide procurement initiative can often take well over a year to fully execute and deliver P&L impact.

Executives seeking to achieve rapid and high-impact benefits through their sourcing and procurement initiatives should embrace three key takeaways from best-in-class ER physicians who both “do the right thing” and “do things right” in a hectic, time-pressured environment.  Expressed as business imperatives, these takeaways are:

1. Adapt your sourcing strategy to account for time pressure complexity.
2. Leverage benefit-acceleration tactics.
3. “Shock” and mobilize the internal organization to drive sustainable transformation.

This complete article is available to subscribers only.
Click on Log In Now at the top of this article for full access.
Or, Start your PLUS+ subscription for instant access.

Not ready to subscribe, but need this article?
Buy the complete article now. Only $20.00. Instant PDF Download
.
Access the complete issue of Supply Chain Management Review magazine featuring
this article including every word, chart and table exactly as it appeared in the magazine.

By ·
Download Article PDF

Emergency room (ER) physicians constantly make critical decisions with limited information and under extreme time pressure. What separates best-in-class ER physicians from the pack is that they not only “do the right things,” but also “do things right.” In addition to possessing the knowledge to diagnose and select the appropriate treatment strategies, top performing ER physicians think creatively and adopt non-traditional tactics to “do things right.” First, they have the skill to adapt and modify text-book treatment approaches based on the severity of the patient’s condition and time constraints. Second, they judiciously take short-cut tactics to accelerate treatment processes if the patient is running out of time. And lastly, they effectively triage and mobilize the entire ER staff to work as a well coordinated team to stabilize the patient as quickly as possible.

Similar to an ER physician treating incoming patients, executives often are placed in various time pressure scenarios where they must achieve rapid positive results—for example, cost savings—under a tight timeline.  Specific challenges might involve delivering against an aggressive post merger target; bracing for a worse-than-expected economic downturn to offset softening revenue; or enabling a rapid enterprise-wide transformation where early wins become the critical change catalyst. Companies often pursue an enterprise procurement transformation to meet these challenges. However, a systematic and enterprise-wide procurement initiative can often take well over a year to fully execute and deliver P&L impact.

Executives seeking to achieve rapid and high-impact benefits through their sourcing and procurement initiatives should embrace three key takeaways from best-in-class ER physicians who both “do the right thing” and “do things right” in a hectic, time-pressured environment.  Expressed as business imperatives, these takeaways are:

1. Adapt your sourcing strategy to account for time pressure complexity.
2. Leverage benefit-acceleration tactics.
3. “Shock” and mobilize the internal organization to drive sustainable transformation.

SUBSCRIBERS: Click here to download PDF of the full article.

Subscribe to Supply Chain Management Review Magazine!

Subscribe today. Don't Miss Out!
Get in-depth coverage from industry experts with proven techniques for cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Latest Whitepaper
2019 Top 5 Trends of Enterprise Labeling
This year’s sixth annual Top 5 Trends in Enterprise Labeling report outlines significant shifts in labeling that are impacting businesses and global supply chains at an unprecedented level.
Download Today!
From the January-February 2019
If history is our guide, economies take a turn every nine years. Yet time and again, a strong business cycle and fading memories convince us the good times will go on forever. Ten years after the great recession, we surveyed 100 manufacturing firms to find out if businesses are ready to fight through the next recession.
Truck Driver Shortage: No one behind the wheel
Intermodal to the rescue
View More From this Issue
Subscribe to Our Email Newsletter
Sign up today to receive our FREE, weekly email newsletter!


Latest Webcast
Leveraging the Internet of Things (IoT) in Manufacturing
Is Digital Transformation a risk or an opportunity? This webinar will detail Manufacturing industry challenges and how using IoT can address these challenges through optimizing logistics, improving processes and gaining meaningful insights.
Register Today!
EDITORS' PICKS
Supply Chain Management Issues Confronting Us This Year
A variety of fresh challenges will surface for global traders in January and beyond
Global Supply Chain Pricing May Face New Pressures in 2019
The global economy started 2018 with strong, synchronized growth, but the momentum faded as the year...

IHS Markit’s New Economic “Predictions” for 2019 and Impact on Global Supply Chains
The U.S. will remain “above trend,” while other key economies will experience further...
Global Kuehne + Nagel Indicators Signal Global Supply Chain Resilience
So far this year, international merchandise trade has risen by 10.6%. Emerging markets and North...