– Sainsbury’s fourth annual supplier conference and awards.
Alongside a host of speakers from the supermarket who addressed strategic suppliers on subjects from sustainability to logistics, online developments to customer insights, the opening presentation was given by a board director – this year, chief financial officer John Rogers.
As I said to the gathered group, strategic relationship management (SRM) doesn’t work without the support of those at the top. (more…)
For me, one of the big failures of London 2012 was to get to grips effectively with some of the ethical issues in the supply chain (despite some leading-edge work from LOCOG) and to address the question of ethical standards for sponsors. (more…)
I have been involved in the purchasing and supply chain profession since 1972. As a former college history major, I have learned that history does repeat itself and experience does matter. (more…)
The introduction of the Public Services (Social Value) Act 2012 leaves public sector procurement teams with yet another thing to consider when tendering for services. (more…)
Supplier relationship management (SRM) is about developing two-way, mutually beneficial relationships with the most strategic supply partners that deliver greater levels of innovation and competitive advantage than could be achieved by operating independently. It consists of collaborative and relationship-building activities that are additional and complementary to supplier performance and contract management activities performed throughout the procurement lifecycle. (more…)
I am responsible for property across Lloyds Banking Group, which covers around 3,000 retail branches and over 150 office buildings. The relationship with group sourcing is a really positive one and I see the head of sourcing for property as a key member of my leadership team. This integrated approach is key to me delivering the best outcome for Lloyds. (more…)
The economic downturn has placed a heavy importance on the roles of those working in the purchasing departments of companies. Tighter belts and more scrutiny have called for more regulation in order to track and analyse the flow of capital from the company. (more…)
Procurement can sometimes be viewed by sales teams as the party poopers, intent on dampening a hot lead. It’s true that procurement do ‘put the blocks on’ sometimes, but those blocks are there for a reason, and ultimately will help to secure a sale and a long-term customer. (more…)
E-procurement initiatives are about achieving reach, speed and control in requisitioning and approval processes, but those three things cannot be achieved with manual processes. The key objective is to erase inefficiencies from processes so it is easier and faster for everyone involved to do what you want them to do. (more…)
This week I attended – and spoke at
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