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Historically, if you asked sourcing leaders to name the one competency they felt they needed their procurement and sourcing teams to master in order to achieve ongoing sourcing and supplier management success, most would likely have said negotiation skills. But collaboration is not reserved for suppliers.
That said, I concede that Pierre made some very good points about the confusion created by the traditional upstream/downstream, linear way of thinking about sourcing and supplier management. I’m going with Supplier Value Management. Perhaps it is time for a more comprehensive description.
That’s the question we set out to answer in our recent panel discussion with Procurement and Supply Chain experts. They may not consider potential issues of integrations, supplier onboarding, supply chain data management, change management and system optimization, all of which add to complexity and costs. Demandplanning capabilities.
Historically, if you asked sourcing leaders to name the one competency they felt they needed their procurement and sourcing teams to master in order to achieve ongoing sourcing and supplier management success, most would likely have said negotiation skills. But collaboration is not reserved for suppliers.
That said, I concede that Pierre made some very good points about the confusion created by the traditional upstream/downstream, linear way of thinking about sourcing and supplier management. I’m going with Supplier Value Management. Perhaps it is time for a more comprehensive description.
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