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In last week’s blog , I began discussing telltale signs that you have entered the new age of strategicsourcing. Leading manufacturers have proven that best-in-class strategicsourcing can create measurable and sustainable shareholder value by contributing to top line growth and bottom line profitability.
However, few manufacturers ever sit back and ask, “How can our procurement or strategicsourcing initiatives contribute to the overall customer experience?” I would argue that, if you’re in manufacturing, strategicsourcing is the first place to start shaping the customer journey. Suppliers are experts in their domain.
Product manufacturers have become increasingly dependent on their strategicsuppliers to create a competitive advantage in the market. These collaborative supplier partnerships present manufacturers with a number of opportunities to achieve greater product success. Effective Supplier Engagement Requires a Structured Approach.
As businesses look to restoring growth, it can help them restore growth and gain a competitive advantage by enabling unique business processes, and more effective collaboration with suppliers and internal stakeholders, while eliminating manual processes that can hamper productivity. Digitalisation is no longer optional.
Recently I attended a conference for StrategicSourcing in the medical device manufacturing sector. getting involved early on in the New Product Introduction ( NPI) cycle to ensure suppliers risk is being properly evaluated in production capacity and quality.
The city of New York adjusting normally cumbersome processes to secure new sources of supply for unprecedented numbers of ventilators. Dankse Bank accelerated supplier payments to help small businesses stay liquid. Sprint’s strategicsourcing transformation, presents a great example, in multiple ways.
And to maximize the impact of these and other objectives, Procurement needs to be managing all spend and all suppliers. For example, 46% of advanced Procurement departments had bonuses tied to KPIs on supplier risk performance and supply chain disruptions, versus a third of less mature organizations. The same applies to suppliers.
Global automotive component supplier Meritor is a great example. They configured a unique approach to new product introductions (NPI), digitizing their engagement with suppliers, resulting in bringing more products to market faster and with greater profitability, multiplying their stock price over the period. Plan to avoid those.
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