Planning for Success in 2010
January/February 2010 — Supply Chain Management Review
By following a few key planning steps, you can develop supply management strategies that will truly jump start the New Year.
By Carrie Ericson, Simon Rycraft, Kunal Mehta, and James Rooke
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iCPO, We’ve Got an App for That!
January/February 2010 — Supply Chain Management Review
A future where most of your coworkers reside not in the next cubicle over, but across the corporate campus, in another city, state or even the other side of the globe. Far from being the exception, this is the new normal.
By Carrie Ericson, Hugo Evans and Joe Raudabaugh
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Optimizing the Software Portfolio
November 2009 — Supply Chain Management Review
Companies that follow a disciplined approach can reduce
portfolio complexity and capture value. A key is for IT and
procurement to work hand-in-hand in this endeavor.
By Patrice Zygband, Venkat Tummalapalli, and Jan Stenger
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The Secrets of Successful Cost Reduction
October 2009 — Supply Chain Management Review
Cost reduction does not have to be painful. There are
plenty of proven strategies available to firms ready for
serious change. Executed properly, these moves can make
a company leaner, nimbler and more competitive—not only
during a downturn but also over the long term.
By Phil Harkness
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Planning and the Process Industries
September 2009 — Supply Chain Management Review
To build for future success, process companies and
others that operate in industries with a high fixedcost
asset base need to evaluate their current people,
processes and systems.
By Kish Khemani, Andrew Walberer and Oliver Zeranski
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Optimize Your Contract Labor
July/August 2009 — Supply Chain Management Review
Companies can maximize cost savings and productivity improvement by ensuring that the “right number” of contractors with the “right skills” are the “right match” for the work at the “right price.”
By Kristen Etheredge, Suzanne Dorf, and Tejal Thakkar
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Outperforming the market Price Reductions
May/June 2009 — Supply Chain Management Review
In a period of declining market prices, procurement organizations must deliver and measure price reductions in excess of the market, while exceeding goals for quality, service, and innovation.
By Marc Hochman and John Moyer
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The Great CIO/CPO Collaboration Opportunity
January 2009 — Supply Management Review
The potential benefits of a strong alliance between the chief procurement and information officers are enormous. Heightened operational efficiency, greater individual recognition, and superior business results are just the beginning.
By Carrie Ericson, Mirko Martich, and Juan Llanos
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Crafting a Successful Global Strategy
November 2008 — Supply Chain Management Review
The pace of globalization continues to foster opportunities, challenges, and uncertainties for companies around the globe. In this dynamic environment, economic and political developments continue to pose challenges for global supply chains.
By Mirko Martich, Sean Monahan and Sumit Chandra
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Supply Quality: Today's Pressing Priorities
October 2008 — Supply Chain Management Review
In today’s global environment, assuring product quality throughout the supply chain has become more important—and more difficult—than ever. The guidelines p"images/global/pdf/ented here can help companies meet that challenge.
By David Hanfland
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Buying in a Sellers’ Market
September 2008 — Supply Chain Management Review
Suppliers have become more powerful than ever, which means buyers must adjust quickly to a new playing field. To help supply management professionals make that adjustment, A.T. Kearney has developed The Purchasing Chessboard.
By Christian Schuh and Ramon Romero Perez
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Accelerating the Procurement Transformation
July/August 2008 — Supply Chain Management Review
With certain key success factors in place, you can speed the transition from a tactical paper-pushing procurement function to a strategic supply chain organization.
By Carrie Ericson
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Huge Potential in Contract Labor Substitution
May/June 2008 — Supply Chain Management Review
As companies battle to reduce costs and improve cash flow, some are finding that a new approach to contact labor can deliver significant "images/global/pdf/ults.
By Mike Hales and Christian Hagen
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Maximizing eSourcing through a Center of Excellence
March 2008 — Supply Chain Management Review
Looking to enhance the value you are getting from your eSourcing or eProcurement tools? Creation of a Center of Excellence may be the answer.
By Marc Hochman and Suzanne Dorf
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Accelerating Sourcing Cycle Times
January/February 2008 — Supply Chain Management Review
Supply management professionals are feeling the p"images/global/pdf/su"images/global/pdf/ of the “need for speed.” New collaborative processes, analytics, and toolsets can help them "images/global/pdf/pond.
By Carrie Ericson and Joe Raudabaugh
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How Unilever Aligned its Supply Chain
November 2007 — Supply Chain Management Review
To stay ahead in the fast-moving consumer packaged goods industry, Unilever realized that it had to upgrade facets of its supply chain operations. And one of the first orders of business was to align the North American supply chain strategy with the broader business strategy.
By Sean Monahan and Robert Nardone (Recently retired vice president of supply chain integration for Unilever U.S.A.)
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The Sustainable Supply Chain
November 2007 — Supply Chain Management Review
The best companies view sustainability not only as a chance to contribute to social goals, but also as a powerful source of competitive advantage.
By Daniel Mahler
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Organization + Talent
November 2007 — Supply Chain Management Review
What lies ahead for supply management? Part 3 focuses on the future organizational structure for supply management and the related talent considerations.
By Philip L. Carter (Executive Director for CAPS "images/global/pdf/earch) and Joseph R. Carter (Department of Supply Chain Management for W. P. Carey School of Business at Arizona State University)
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Technology, Collaboration, Supply Chain Design
October 2007 — Supply Chain Management Review
What lies ahead for supply management? Part two of this three-part series examines this critical question within the contexts of enabling technology, collaborative relationships,and supply chain design.
By Thomas H. Slaight, John D. Blascovich and Joseph R. Carter (Department of Supply Chain Management for W. P. Carey School of Business at Arizona State University)
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What Supply Management Can Learn from MySpace
October 2007 — Supply Chain Management Review
The social networking technologies our teenagers have embraced possess capabilities that can be leveraged to tackle some tough supply management challenges.
By Joe Raudabaugh
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Key Partner Management
September 2007 — Supply Chain Management Review
Taken cost reduction with your supply base as far as it will go? The next level is to build partnerships with key suppliers that add real value to the relationship.
By Mike Hales
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Category Strategies and Supplier Management
September 2007 — Supply Chain Management Review
What's in store for supply management — and supply management professionals — in the decade ahead? In this first of a three-part series, we p"images/global/pdf/ent the findings on two key areas of the "images/global/pdf/earch: category strategies and supplier management.
By William J. Markham and Robert M. Monczka (Director of sourcing and supply chain strategy "images/global/pdf/earch at CAPS "images/global/pdf/earch)
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New Technologies Boost Procurement's Potential
May/June 2007 — Supply Chain Management Review
By leveraging the capabilities of today's technologies, supply management leaders can enhance the value they deliver to their organizations.
By Marc Hochman
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Taming the Corporate Legal Spend
April 2007 — Supply Chain Management Review
What's needed is a total cost view that targets equal improvements in both the rates (prices) and quantity (number of hours) of the legal services provided.
By Daniel Mahler
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Bringing Rigor to Risk Management
March 2007 — Supply Chain Management Review
Risk management takes on a challenging new dimension in today's extended supply chains. Meeting that challenge begins with a robust planning process.
By Kish Khemani
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