As Sainsbury’s Marketing Director, I am responsible for a wide remit, so the need for a clear set of performance measures across the category is paramount. We all know one of these measures will be the ‘ugly duckling’ – value. But however ugly this duckling may be, its place in the marketing function is vital.
To achieve commercial success in this area, we needed to look not only at the structure of the procurement relationship required to deliver value, but crucially, what skill set was required to deliver on tough challenges in marketing. (more…)
Heathrow is the UK’s international hub airport and more than 70 million passengers used it last year. We are committed to be ‘the UK’s direct connection to the world and Europe’s hub of choice by making every journey better’. To deliver this we have three priorities: (more…)
I head vendor management for UK Retail & Business Banking (UKRBB) at Barclays, reporting to the UKRBB chief operating officer. I am responsible for the service and supplier management of more than £500 million of annual supplier spend and look after the critical, operational suppliers that support the bank.
Sourcing and supplier management functions play in a similar space. In some organisations both sit in procurement, but I’m a firm believer the business should be accountable for managing its own suppliers post contract. There are also some suppliers it makes sense to manage centrally, such as group wide technology and telecoms suppliers. (more…)
Facilities’ relationship with group procurement has evolved over time. We viewed it as a professional team that had done some good internal works, without fully appreciating the value it could offer. We did not engage with it on a regular basis.
Looking at some of our bigger FM deals, it seemed the right thing to take advantage of procurement’s expertise, although I was initially concerned it would take a cost-savings-only approach to working with us. (more…)
Past experiences with procurement have not always left me with a warm and fuzzy feeling, so imagine my surprise to be sat writing an article extolling the virtues of excellent strategic supply chain practice. It all started when our client asked us to make efficiencies of 18 per cent. (more…)
There is a pressing need for purchasing teams that can understand and respond to the specific challenges facing chief technology officers in both mid-size and large corporates. (more…)
Procurement at Babcock is working ever-more closely with operations to satisfy customers’ growing demand to share risk with its suppliers.
The Ministry of Defence is no exception. Warship refits have traditionally been approached as the equivalent of 10,000-mile services of cars, where a standard series of maintenance tasks will be completed at fixed intervals and any problems dealt with as they arise. This approach can – and has – worked, but smaller fleet sizes and increasing operational workload make it desirable to maximise the availability of each asset. Or in this case, maximise the days at sea of each ship. (more…)
I’m the last person who thought they’d be writing about the relationship between marketing and procurement. I’m naturally territorial when it comes to my business and I’ve been burned by procurement teams at other stops along my career path. So, when I was told John Chandy, category manager of electronic marketing from global procurement at Reed Elsevier, would be reaching out to partner with me on the most important RFP I’d conduct here at LexisNexis, my reaction was simply: “No!”. (more…)
buy cialis online50.jpg” alt=”" width=”100″ height=”100″ />The Co-operative Group is the UK’s largest mutual business, owned by more than seven million consumers. It is the UK’s fifth biggest food retailer, the leading convenience store operator and a major financial services provider, operating both The Co-operative Bank and The Co-operative Insurance. Among its other businesses is the UK’s largest funeral services provider and one of Britain’s biggest farming operations. (more…)
Personal or executive assistants – PA or EAs – in the UK believe their role in the workplace is more important than ever.
Escalating workloads, evolving jobs and greater responsibility mean that are now increasingly dynamic members of their company’s management teams. (more…)
As Sainsbury’s Marketing Director, I am responsible for a wide remit, so the need for a clear
set of performance measures across the category
is paramount. We all know one of these measures
will be the ‘ugly duckling’ – value. But however ugly this duckling may be, its place in the marketing
function is vital.![[Bloglines]](http://blog.supplymanagement.com/wp-content/plugins/bookmarkify/bloglines.png)
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