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Recently, I had the pleasure of hanging out with 16 different Tier 1 automotive manufacturers in the same evening. Quite a few of our customers are located in the Detroit area where we recently hosted a networking event featuring Nexteer Automotive. lack of industry benchmarks to assess data management practices.
Recently, I had the pleasure of hanging out with 16 different Tier 1 automotive manufacturers in the same evening. Quite a few of our customers are located in the Detroit area where we recently hosted a networking event featuring Nexteer Automotive. lack of industry benchmarks to assess data management practices.
Most supply risks, whether from disruptions or ethical violations, lurk not among immediate suppliers, but in the sub-tier. Effective riskmanagement or improvement plans must include sub-tier suppliers. Yet visibility is broadly woeful, leaving organizations exposed and blind.
But the highlight was hearing from Mark Gursky, Director of the Procurement Center of Excellence at Meritor (a $4 billion global manufacturer of automotive components). First of all, to really make the most of what your suppliers can offer, you need to manage the basics of supplier management well.
This is a key reason for the shift towards a core platform for spend/supplier management – collaboration needs to be embedded in Source-to-Pay processes and it does not stop and end with any one process.
Notable exports include Machinery and Equipment: High-value machinery, including industrial and electrical equipment, Pharmaceuticals: Medicinal and pharmaceutical products, Automobiles: Vehicles and automotive components, and Financial and Professional Services: Banking, insurance, and consultancy services.
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