Enterprise Supply management
Summary
TLDRThis program explores the strategic importance of procurement in businesses like Honda, emphasizing the need for Chief Procurement Officers (CPOs) to focus on board-level strategy and execution. It discusses the role of suppliers in cost reduction, the value of ethical relationships, and the impact of strategic sourcing on supply chain management. The speaker highlights the potential for CPOs to significantly increase profitability through effective procurement strategies.
Takeaways
- 🚗 Purchasing is a critical function for companies like Honda, where 80% of the product cost is purchased and only 20% is value-added in-house.
- 📉 In a crisis, such as the one faced by Honda with the yen-dollar relationship, drastic measures like reducing costs by 30% can lead to innovative solutions and significant savings.
- 🤝 Suppliers can be allies during tough times, offering renegotiated payment terms and discounts to support their partners, rather than increasing their risk exposure.
- 💡 Suppliers often have valuable insights to offer, as they benchmark many customers and can provide comparative data to improve processes and services.
- 🛠 Strategic sourcing is more than just cost reduction; it's about understanding the total value, including quality, delivery, and the ability to innovate.
- 🔮 Predictive monitoring and proactive management are essential in supply chain to prevent issues like the failure to deliver due to a supplier's bankruptcy.
- 🌐 As companies become less vertically integrated, their reliance on third-party suppliers grows, emphasizing the importance of supply management and coordination.
- 🤔 Strategic sourcing involves understanding not just who to buy from, but also how to monitor and manage supplier performance for ongoing value creation.
- 💼 The role of Chief Procurement Officers (CPOs) has evolved from managing purchase orders to strategic board-level strategy and execution.
- 🏢 Centralization of procurement can be highly effective when managed correctly, leveraging company-wide assets and supplier relationships for competitive advantage.
- 📈 The potential for cost savings and increased profitability in supply management is significant, with the right strategies a CPO can substantially impact a company's bottom line.
Q & A
What is the significance of purchasing in a company like Honda?
-Purchasing is crucial to Honda because 80 percent of the cost of the products they produce is purchased, with only 20 percent value added in-house. This makes purchasing a key driver of the company's overall cost structure.
How did the crisis in the dollar relationship impact Honda's approach to cost management?
-The crisis, which threatened Honda's financial stability, prompted the company to make a strategic decision to reduce costs by 30% in the next car model under development, demonstrating the critical role of cost management during financial crises.
What was the outcome of Honda's initiative to cut costs by 30% in the 98 Accord's purchase parts?
-The initiative resulted in over 800 ideas from suppliers, of which more than 400 were adopted, leading to a 26.8% reduction in costs compared to the 94-97 Accord models, showcasing the power of collaboration during a crisis.
How did suppliers react to the crisis at Honda, and what actions did they take?
-Surprisingly, suppliers offered to renegotiate payment terms and provide discounts to support Honda during the crisis, demonstrating loyalty and a willingness to adapt to help the company weather the financial storm.
What is the role of Chief Procurement Officers (CPOs) in today's business environment?
-CPOs are now responsible for board-level strategy and execution, moving beyond just purchase orders to play a pivotal role in the overall strategic direction and success of a company.
Why is strategic sourcing considered a critical component of supply management?
-Strategic sourcing is where the selection of suppliers and long-term relationships begin. It sets the foundation for ongoing supply management, including performance management and driving value into the supply chain strategy.
What is the importance of aligning suppliers with a company's business objectives?
-Alignment ensures that suppliers are not just procured but are working in sync with the company's goals, leading to better service, innovation, and competitive advantage in the market.
How can a company ensure that its procurement function is aligned with its overall business strategy?
-By integrating procurement into the senior management team's decisions, setting clear goals, and using the company's scale to leverage commodities and supplier relationships to their fullest potential.
What is the potential impact of strategic sourcing on a company's profitability?
-When done correctly, strategic sourcing can lead to significant cost savings, potentially doubling the profitability of a company by reducing expenses and improving efficiency.
Why is it essential for a CPO to have the support of the CEO and senior management?
-The support of senior management, especially the CEO, is crucial for the success of procurement initiatives as it helps overcome resistance to change, ensures alignment with company goals, and provides the necessary resources and authority to implement strategic sourcing effectively.
What is the role of technology in the future of supply chain management?
-While technology is important, it is not the sole focus of supply chain management. The future is more about business processes, change management, communication, and coordination, as well as leveraging both the company's and the market's assets to create better products and solutions for customers.
Outlines
🚘 The Transformation of Procurement in the Automotive Industry
This paragraph discusses the evolution of procurement from a transactional function to a strategic board-level activity, particularly within Honda. It highlights the significance of purchasing in the cost structure of a product, as illustrated by the 80% purchased cost versus 20% in-house value addition for Honda. The narrative recounts a crisis situation in the 1990s that led to a strategic decision to cut costs drastically, which was achieved through collaboration with suppliers. The suppliers not only adapted to the crisis but also provided innovative cost-saving ideas, resulting in a significant reduction in the cost of the 98 Accord model. The story emphasizes the importance of supplier relationships and the strategic role of procurement in business survival and success.
🤝 The Strategic Importance of Supplier Relationships
The second paragraph emphasizes the value of supplier relationships beyond mere transactions, focusing on the strategic insights suppliers can offer due to their dealings with multiple customers. It discusses the importance of ethical and integral dealings, even when not in a formal partnership or strategic alliance. The speaker shares personal experiences from a conference that highlighted the traditional, often flawed, approaches to supplier relationships. Strategic sourcing is identified as a critical component of supply management, with suppliers often accounting for a significant portion of a company's total cost base. The paragraph concludes by stressing the importance of understanding total value, including quality and delivery, not just price, in the procurement process.
💡 Supplier Innovation and the Holistic View of Sourcing
This paragraph delves into the strategic approach to sourcing, where the focus is not solely on cost reduction but also on the value that suppliers can bring to a company. It discusses the importance of understanding the capabilities of various suppliers and aligning them with the company's business objectives. The speaker argues against the simplistic use of auctions based solely on price, advocating instead for a more nuanced understanding of the quality, delivery, and technological aspects of the products or services being procured. The paragraph also touches on the importance of having the right incentives and synergies within the company to work effectively with suppliers and the role of the Chief Procurement Officer (CPO) in this process.
🛠 The Role of the CPO and the Evolution of Procurement
The fourth paragraph discusses the evolving role of the Chief Procurement Officer (CPO) and the importance of procurement in a company's overall strategy. It emphasizes the need for CPOs to have the support of the CEO and to be part of the senior management team due to the significant impact procurement has on a company's profitability. The speaker shares insights on the importance of centralized procurement and the potential pitfalls of decentralization, advocating for a 'center-led' approach that leverages the company's collective strength in procurement. The paragraph concludes with a cautionary tale about the dangers of failed procurement initiatives and the importance of having the right goals and support from the top management.
📈 Strategic Sourcing and the Pursuit of Cost Efficiency
In this paragraph, the focus is on the strategic approach to sourcing and the pursuit of cost efficiency. The speaker shares a personal account of presenting a strategic sourcing program to senior executives, outlining the potential for significant cost savings and the transformational impact it could have on the company's profitability. The paragraph discusses the importance of setting clear goals, the challenges of achieving savings over consecutive years, and the need for continuous improvement and innovation in procurement strategies. It also touches on the broader implications of procurement decisions for the company's overall performance and the importance of educating senior management about the strategic value of supply management.
🌐 The Opportunity and Impact of Effective Supply Management
The final paragraph underscores the vast opportunity that effective supply management presents, particularly for manufacturing companies in the United States. It discusses the untapped potential for cost savings through strategic sourcing and the significant impact that a skilled Chief Procurement Officer (CPO) can have on a company's profitability. The speaker argues that with the right strategies, a CPO can easily save a substantial percentage of the company's costs year over year, effectively doubling the company's profitability. The paragraph concludes by emphasizing the importance of best practices in procurement and the role of the CPO in educating and enabling their teams to achieve these goals.
Mindmap
Keywords
💡Supply Management
💡Chief Procurement Officers (CPOs)
💡Strategic Sourcing
💡Cost Reduction
💡Value Added
💡Supplier Relationships
💡Vertical Integration
💡Outsourcing
💡Benchmarking
💡Total Cost of Ownership (TCO)
💡Crisis Management
Highlights
Perfect Commerce is the industry leader in enterprise Supply Management.
Chief Procurement Officers (CPOs) are now involved in board-level strategy and execution.
Honda's cost of product is 80% purchased and 20% value added in-house.
A crisis in the dollar relationship in 1995 led Honda to take 30% of the cost out of the next car in development.
Suppliers contributed over 800 ideas, leading to a 26.8% cost reduction in the 98 Accord.
In times of crisis, suppliers offered to renegotiate payment terms and provided discounts, showing unexpected support.
Companies are becoming less vertically integrated, increasing dependence on third-party suppliers.
Suppliers offer benchmarking capabilities, allowing companies to learn and improve processes.
Ethical behavior and integrity are crucial in supplier relationships, even outside of strategic alliances.
Strategic sourcing and Supply Management are key to managing costs and ensuring supply chain success.
Predictive monitoring of suppliers is essential to avoid disruptions in supply chains.
Strategic sourcing involves selecting suppliers, managing long-term relationships, and negotiating value.
Trust in supplier relationships must be built gradually and not rely solely on control or trust.
Supply Management is not just about technology but also about business processes, change management, and communication.
Aligning suppliers with company goals and leveraging relationships can drive significant cost savings and value.
Transcripts
this program was made possible by a
grant from perfect commerce the industry
leader in enterprise Supply Management
ndn be the leading provider of global
business information and technology
solutions and working at Honda and
understanding the value of importance of
purchasing to a company like Honda in
talking to in talking to their chairman
he would say ever how it goes purchasing
goes Honda and the reason for that is is
because the cost of the product Honda
produces is 80 percent purchased twenty
percent value added in-house and so it
doesn't take a genius to figure out that
ever how it goes Percy goes hunt
this program is about cpos chief
procurement officers
last century their job was about
purchase orders this entry it's about
board level strategy and execution
it started doing a period when there was
crisis and crisis's are wonderful things
to make great things occur and the
crisis was the in dollar relationship
sliding to the point where Honda was
even counting the months before it would
go broke if the slide continued as they
thought it might so in that crisis a
decision was made when I was at the
meeting where we should take 30% of the
cost out of the next car that's that's
in the development stage this was about
1995 and so I thought that was crazy
because I thought we already were buying
in a very lean fashion but nevertheless
two three weeks later I was in front of
a meeting of all of our suppliers
explaining the crisis and how we needed
to work together to take 30% out of the
cost of the 98 accord incoming purchase
parts and the most amazing thing
happened during the course of next two
or three weeks and that is that the
suppliers came in with ideas more than
800 ideas of which more than 400 were
adopted and in the end the cost of the
98 accord compared to the 94 to 97
Accord dropped by 26.8%
it's just extraordinary we were
threatened with bankruptcy a threat that
was so real it was talked about on the
evening news every night for months you
can imagine that a supplier would be
threatened by exposure to payables and
all of the kind of continued business
and and whether or not we were going to
be able to pay our bills so the typical
reaction in those cases is for suppliers
to do things like advance payment cash
on delivery for providing materials and
in many instances simply refusing to
supply material so as to not incur any
more exposure in terms of their risk and
our our response from suppliers was very
different
we actually have suppliers come to us
and offer to renegotiate payment terms
and give us discounts as a utility it
was a unexpected totally impossible to
imagine event but these suppliers stayed
with us without a doubt they didn't ask
for special protections of any kind they
simply went to bat allowing us to
continue to supply our customers with
electricity under adverse circumstances
and otherwise to get word out to
decision-makers this was a critical
function in California and we were doing
it well
in today's world more and more companies
are becoming less and less vertically
integrated as a result that their
dependence upon third-party sources of
supply or services is growing and
critical functions are now outsourced to
third parties if we don't have the total
cooperation of the expertise the subject
matter expertise within the company to
assure the success of that supplier we
cannot assure the success of our company
because our customers in many cases only
touch our company through our suppliers
suppliers have the advantage of
benchmarking many many customers we're
only one they have the ability to tell
us not only how we do it but how Joe
does it down the street good or bad and
what's the ways which we can learn from
not only in the way we do it but the way
all their other customers interact with
them so it's another way of sharing this
process knowledge and the and the people
are successful are the ones who take
hold of it and use it and execute
against it you know we're tough in
negotiation but once the negotiation
part is out of the way you have a true
relationship and you know the term
partnership and strategic alliances is
an overused term there's very few of
those that that typically companies have
but even in the dealings that you have
with suppliers that are not of that
nature you still want to be ethical you
still want to have integrity and you
still want people to enjoy doing
business with you and they feel
motivated to service the Hilton account
as well it's not better than any other
account that they have I went to a
conference and I was trying to get up to
speed on what traditional procurement
meant and exactly sort of understand the
practice and a fellow at this conference
described the way that companies
traditionally approach their supplier
relationships was comparable to someone
going up to a pretty woman in a bar and
saying will you marry me we tended to
either be completely controlling or
completely trusting and that that wasn't
the nature of trust that trust had to be
built
strategic sourcing is a vastly important
part of it because our suppliers are 50%
of our total cost base and in some
businesses 7 year 80 or 90% that's not
unusual
and so they represent the biggest part
of not only the cost but the capability
to deliver those goods and services to
our customers so there's predictive
monitoring and predictive capabilities
out there that people aren't even
looking at perfect example and these are
real real life was major aircraft supply
or a provider couldn't deliver the
aircraft because their ashtray company
went out of business true
major bus company couldn't deliver the
buses their bumper manufacturer went out
of business right so it's it's really as
I said it's about information and when
you look at what do you need to do it's
not just sourcing because sourcing just
says who do I want to pick it's also
about Supply Management what do I need
to monitor about these guys so that I
don't end up with a bunch of buses that
I can't revenue because they'll have
bumpers we look at strategic sourcing as
the springboard for Supply Management
Supply Management is a huge area there's
a lot of processes
there's front-end planning and
forecasting there's back-end supplier
management and score carding strategic
sourcing is where it all starts it's
where you select suppliers it's where
you enter into long term relationships
you manage the performance of that
supply base and then on an ongoing basis
you're negotiating to drive value into
your Supply Management and into your
supply chain strategy do they understand
what they're buying
who the buying from who they're buying
it for how much does spending across the
corporation on a global basis and I have
they realize that rationalize that and
determine who are the best suppliers
strategic sourcing I think the
fundamental question we're talking about
is what are we really trying to achieve
through strategic sourcing and if it
were all about cost reduction
price transparency and low bidder
approach will achieve that what we are
trying to achieve is a view that
understands price and total value if you
will in terms of the things that are
important to us and to our customers
someone not that long ago furnished
tainted beef that killed several people
well isn't that a supply issue and a
supply management issue it's just that
simple the the complexities aren't just
price its quality its delivery it's it's
fit
it's a supplier who looks ahead and in
brings to you ideas to make your process
or your service better or your process
simpler to help you develop new product
to help you be Prost's competitive so so
prices is indeed an important factor and
it always will be an important factor
but it's not necessarily the key factor
by any stretch of the imagination in
some cases
we're very upfront about saying these
are our goals in this area our goals are
taking our total cost down which may
mean the price of the product may mean
delivery performance it may mean
inventory but whatever that that that
equation is it's about taking the total
cost down and as long as you're on the
same road as we are have the same goals
about being the most productive in that
area we're okay but it is going to be a
very frank direct and sometimes
unpleasant conversation now in other
cases we have we have suppliers where
cost has nothing to do with it it is
about what value they're providing to us
that that we can then uniquely transform
into something for our customers I think
we've taken a very strategic view and a
holistic view of sourcing now that's not
to say there aren't some components you
know rope soap and dope nuts and bolts
that cost is everything and the quality
differential isn't that huge but when
you start talking about complex services
and specialty chemicals and things like
that you know there is a huge cost
quality trade-off and you have to get
that trade-off right so it's not just
beating down and picking the 14 cents
over the 15 it's really understanding
capabilities that the various
contractors and suppliers have and how
do we get them not just procured but get
them aligned with our business it's that
you know they're working with us and
their incentives are the same
dinners that we have I think that
there's nothing that's that a company
buys that I can think of where only
price is important I think in everything
we buy whether it's a material or
service whether it's a production
component or a non production tool that
we're going to use within our company
there's a price quality delivery
technology issued everything so the
purist use of auctions where everything
is judged by only price and the lowest
bidder gets the business no matter what
I think are terrible
I think what you need is alignment you
know if purchasing would just operate in
isolation then you know the the the
sense of belonging on the other side if
you're an operator they would see a
Cheeto need us you know you know the
people in person don't even talk to us
but what we do is we try to bring the
operators and our purchasing folks
together from the outset bring in the
supplier and and go through an RFP and
then really with I think the
relationship starts I think it's really
the ability and the synergies that you
get from working with the other
functions in a company marketing
manufacturing finance qualities so forth
is really this analogous to how you work
with suppliers it's just a matter of
listening and a matter of articulating
your point of view and getting together
a meeting of the minds if you are doing
things only for your departments point
of view you're probably doing things
wrong companies have made huge
investments in technology and now
they're trying to figure out how to get
the return and supply chain management
of future is just not about technology I
think some people are putting a lot of
emphasis on that it's more about
business process it's about change
management
it's about communications it's about
coordination it's about taking the total
assets of a company whether they be
physical or intellectual and merging and
we're the best they can find physical or
intellectual assets in the marketplace
to create even better products and
solutions for the ultimate customer we
have a number of people that are in sort
of strategic procurement jobs in the
company but I would say their job has
evolved more into helping put together
tools and standards such that you know
we can have many people in the line
accountable for their own procurement
because they're closest to where the
work is and if you get an example that
one of the things that we found doesn't
work so well is if you empower a
drilling crew or a drilling team to go
out and drill me a well in a mile of
water and do it safely and do it you
know in in world-record time you know if
I if that person doesn't feel like he
has he has the accountability but not
the ability to really impact putting the
team's together putting the sourcing
plan together then we're not going to
get a good solution so the key is I want
that person whether he's a rig
contractor I mean a rig Foreman or a
field Foreman to ultimately feel like
he's the CTO of his operation
now I want him to be the CPO taking
advantage of my company's scale so I
want him to understand what the
standards are so you know this guy's not
gonna buy chemical X from Nalco
this guy's not gonna get buy the same
chemical X from vets and they're gonna
be a $20 you know a ton day we don't
want that but I want that person to be
accountable and feel like he is that CPO
at his operation but he has to use the
corporation standards
and importantly he has to have tools to
do things better than he did in the past
if you can synchronize your suppliers
factories with yours and then your
customers I mean you have an advantage
that's going to be very difficult to
compete with Dell is a good example of
that in terms of the build order process
what they put in for personal computers
so my view I asked bill certainly we
want to be worried about price we want
to do all we can to advantage ourselves
a price but at the same time we want to
have we want to get a supply base that
it's responsive to us in terms of our
being able to get a supply chain that
makes our working capital more efficient
that gives us the flexibility and the
adaptability to deal with quick changes
in the environment take September 11th
for an example and when we do that well
we just have a competitive advantage
with the level of outsourcing with the
intricacies of supply networks it's not
just my company versus another company
it's my company my customers my
suppliers and other partners versus
their company their customers and their
suppliers and I need to do that in a
better way and that's what I mean by
supply chain and competition of with
supply chain
without a CEO support I would not expect
any CP o to be successful or his his or
her function to be successful you cannot
do this on your own this has to be a
company mindset that we are going to use
the value that's potentially derived
from the supply chain and that has to be
demonstrated and voiced by the senior
management of the company I believe that
every CPO should be in the boardroom a
member of the top management's team and
the company and the reason is is because
most of manufacturing companies purchase
50% of their total revenue and looked at
another way of the cost of the products
they produce purchase 70 or 75% of that
cost as an average 30 years ago that was
only 20 25 percent therefore there's
been a big shift and the importance of
Supply Management and a lot of folks
even in senior management doesn't yet
realize that it's the CPO who knows how
to block and tackle who who understands
the strategy of moving down the field
and the CEO who understands the role of
supporting that and in dealing with the
people who are going to fight it yeah
you would think in a corporation that no
matter where you were if somebody came
along and could take costs out of the
system thus improving the profitability
of the overall corporation that would be
a good thing you would be naive there
are Wars when one tries to centralize
Supply Management for example and and
take control away from business unit
managers and the CEO is the only one who
has both the carrot and the stick to
make that change this EPO doesn't and so
they are clearly a team and where you
see it working it's because of that team
you have to almost do it by
a Fiat to begin with it becomes an
operating mechanism that works
harmoniously over time and in this
company now I think bill would be the
first to tell that's not an issue that's
the way it works and people have been
the beneficiary of it and we don't have
any trouble making sure that it stays in
place so I don't want them to get
fixated on one thing I want them have a
broad mandate of what he's to do I want
it I want him to set goals in each of
one of those areas which he does and so
seriously it's a it's a crucial role in
though in the corporation that's why it
reports to me
we had a real bad experience with the
well so we might have been saving 10% on
this contract 5% on this contract we
have this chemical for 5% cheaper and
the well ended up taking three times as
long as it should have to drill so the
well took twenty four million dollars
versus eight and then is that is the
real disaster there the 16 million no
the real disaster is those guys out in
the field that really didn't ever want
to change all of a sudden had a great
story to tell everybody in the
organization why this central purchasing
was a fiasco right because it made for
great sound like yeah well you know they
saved a thousand dollars on that
chemical and it cost the company 16
million on the well and so my disaster
was that type of thing and again it
wasn't the 16 million it was the huge
emotional and Nursia that was created as
a blockade for for further change and
that you know that that cost us time and
I think that that is by the way that
that's the biggest danger I think to
fledgling strategic purchasing and
procurement initiatives if they're done
wrong they've they become incredibly
powerful fodder for the change resistant
people to spread their gospel and their
gospel is look what this idiot from
central purchasing did inside of many
companies of course are pullings and
tugging is in every direction by
different leadership pushing for their
particular interest what they believe is
right in a company and these often
result with the chief purchasing officer
coming out on the bottom of that
because so often he's not necessarily a
part of that senior team and his
interests sometimes get set aside just a
little bit and there's in many American
companies in particular a large there
there's a large emphasis on
decentralization and decentralization is
okay managed well and in these companies
the word centralization is almost like a
nasty word but I don't think a company
has to be centralized because it has its
own set of problems as well but
companies need to be Center led to where
they're able to leverage each of the
commodities they buy to the fullest
extent and leverage the relationships
with their suppliers to a hundred
percent and those happen in centered
lead companies if I were a CEO and I was
only going to centralize one function in
my company I would centralized
procurement and I would anoint them with
the honor and the privilege and
responsibility of being a leader in
making all the procurement decisions for
all the different products and
geographies and divisions in the company
and I think that that's very best for
Karen I don't think there's a second
best kind of a procurement company and I
would advise people frankly candidly who
were in in companies where that's not
understood and where they're not
anointed as a leader in making
procurement decisions
I'd suggest they get a job in a
different company
the stakes are very high in strategic
sourcing it is in my view one of the
most benign sources of new shareholder
value that has traditionally been
overlooked by a more typical view of a
purchasing function it was in a ten
minute presentation to our senior
executive team that I made the case for
a strategic sourcing program and the
support that would be needed to
introduce this level of change across
the entire company and I did it by
staking out ground and saying in three
years I believe we can deliver two
hundred million dollars in cost savings
strategic sourcing brought us
extraordinary benefits the bottom line
benefit half 1 billion dollars five
hundred million dollars over six years
is striking and it's way beyond what I
think any of us really imagined at the
beginning of this process and that five
hundred million dollars is it's real
it's it's against a very disciplined
process to evaluate the program and the
true cost savings from my judgement
approximately eighty five percent of the
companies particularly manufacturing
companies in the United States have this
great enormous opportunity and it's
currently untapped and this change that
has occurred has not really taken effect
and so a chief purchasing officer if he
puts in the correct strategies can
easily save three percent per year net
of all the all price increases on those
products that he purchases if he does
this for six years in a row and he can
do this simple as falling off a log
he doubles the profitability of the
company and this is this therefore is
the enormous opportunity that the chief
purchasing officer has in a company if
he steps up to the plate when you go
through this best practice and you say
is that important that's
do you do that now is this important
absolutely do you do that now by the
time they get to the end it's
self-evident you don't need to tell
anybody you know because they're there
to do their job they're there to enable
their people they're there because they
have a goal and most of these goals are
pretty tough when you're talking about
and it's not uncommon for us to see 200
to 300 million dollars worth of savings
a year as a target these people are
looking for help you might be able to do
it once based on low-hanging fruit the
second time gets harder and the third
time gets harder and somehow people just
don't say wow you gave me that money
back last year thanks a lot you don't
have to do it next year every management
wants to do the right thing they really
do and if they don't understand the
contribution that Supply Management can
make to their organization that's the
definition of ignorance and so many of
them have over the years such little
knowledge about Supply Management and
the contribution that they can bring and
therefore they just don't know so one of
the things that CPO can do to help his
company and to help his CEO is help
educate them in every way possible
sometimes just little bits at a time but
over time that builds up into a real
strategy where the CEO will adopt it
their own way
this program was made possible by a
grant from perfect commerce the industry
leader in enterprise Supply Management
ndn be the leading provider of global
business information and technology
solutions
you
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