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May-June 2017
Trust hasn’t always been an element in supplier relationships; all too often buyers have been encouraged to carry a big stick and get tough with suppliers to get the best price—no matter the cost. That approach to procurement is beginning to change. Browse this issue archive.Need Help? Contact customer service 847-559-7581 More options
At some point, you’ve probably been on a company retreat and participated in a team-building exercise where you were urged to close your eyes and fall backward. While you may have had a knot in your stomach as you gave up on gravity, you trusted that your team mate would be there to catch you before you hit the ground. Indeed, trust in your co-workers is an essential element to moving a company’s goals forward.
Trust hasn’t always been an element in supplier relationships; all too often buyers have been encouraged to carry a big stick and get tough with suppliers to get the best price—no matter the cost.
That approach to procurement is beginning to change. Manufacturers like GM are learning that in today’s environment, developing a trusting, culturally-aligned relationship with suppliers is crucial to gaining access to the new technologies and innovations that win in the marketplace before the competition. Those close-knit relationships can also lead to better financial performance. In this issue of Supply Chain Management Review, GM describes how it launched a Strategic Supplier Engagement initiative that is delivering results on both fronts.
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Sorry, but your login has failed. Please recheck your login information and resubmit. If your subscription has expired, renew here.
May-June 2017
Trust hasn’t always been an element in supplier relationships; all too often buyers have been encouraged to carry a big stick and get tough with suppliers to get the best price—no matter the cost. That approach to… Browse this issue archive. Access your online digital edition. Download a PDF file of the May-June 2017 issue.At some point, you've probably been on a company retreat and participated in a team-building exercise where you were urged to close your eyes and fall backward. While you may have had a knot in your stomach as you gave up on gravity, you trusted that your team mate would be there to catch you before you hit the ground. Indeed, trust in your co-workers is an essential element to moving a company's goals forward.
Trust hasn't always been an element in supplier relationships; all too often buyers have been encouraged to carry a big stick and get tough with suppliers to get the best price—no matter the cost.
That approach to procurement is beginning to change. Manufacturers like GM are learning that in today's environment, developing a trusting, culturally-aligned relationship with suppliers is crucial to gaining access to the new technologies and innovations that win in the marketplace before the competition. Those close-knit relationships can also lead to better financial performance. In this issue of Supply Chain Management Review, GM describes how it launched a Strategic Supplier Engagement initiative that is delivering results on both fronts.
SUBSCRIBERS: Click here to download PDF of the full article.
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