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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.
Our panelists included: Hend Salem , Manager of StrategicSourcing – Non Clinical at The Ottawa Hospital Carol Izzio , Director of Procurement at Sheridan College Christine McParland , Director of Residence and Ancillary Services at St. Find the summary of their advice in this article or watch the full conversation here.
As teams worked with suppliers through creative solutions, it became obvious that transparency and supplier riskmanagement are essential components to maintain stability during crises like these. The pandemic saw incredible growth in this area and highlighted opportunities for improvement within procurement processes and procedures.
A checklist guide to getting the most out of your supplier riskmanagement program. This reliance can increase supplier risk or uncover a large source of value and supplier innovation for organizations. . Employ more structured processes around supplier riskmanagement. Drive competition and achieve savings.
Procurement teams had to work closely with suppliers to find creative ways to solve problems, and they instantly realized the benefits of transparency in their supply chains and supplier riskmanagement for business continuity in times of crisis. Strategicsourcing professionals may end up doing tactical work, as well.
Procurement teams had to work closely with suppliers to find creative ways to solve problems, and they instantly realized the benefits of transparency in their supply chains and supplier riskmanagement for business continuity in times of crisis. Strategicsourcing professionals may end up doing tactical work, as well.
Now is the time to show the business how Procurement can add value around supplier riskmanagement , new sources of supply, changes to contractual arrangements and much more. Building resiliency begins with suppliers but must involve collaboration with the business. Are you monitoring risk across your suppliers?
Your participation played a key role in fortifying the partnership between industry and the Federal Government through insightful dialogue, shared visions, and effective collaboration. We would like to sincerely thank our speakers for sharing their insights into the latest policies and programs that shape the Federal procurement landscape.
Companies that maintained zero-sum, hard negotiation relationships with suppliers cannot suddenly reset those in a more collaborative mold. Some lessons regarding managing supply chain risk may still help in the near term as companies struggle to reconfigure their supply base to an evolving pandemic. Collaborate.
We are thrilled to have assembled this engaging agenda of healthcare acquisition leaders and look forward to the collaborative discussions at the conference. The plan notes that the effectiveness of cyber riskmanagement varies among agencies. To view the draft agenda for the healthcare day, click here.
The representations and requirements are not limited to incident reporting and information sharing – they also include “preparation and maintenance activities,” enhanced collaboration with agencies, and subcontractor compliance. To register click here.
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