Welcome
Sunday, July 06, 2008
Sunday, July 06, 2008
Ask the Experts
Scenario: What is the best way to make sure your company is protected against the risks involved in sourcing from remote locations? 
Problems with manufacturers in China hit the headlines again recently, but what is the best way to make sure your company is protected against the risks involved in sourcing from remote locations?
Oct 07
Scenario: How do you persuade your colleagues and senior managers that it’s worth devoting time and resources to analysing your spend?
Knowing how much your company is spending – with which suppliers and with what results – is crucial management information. But how do you persuade your colleagues and senior managers that it’s worth devoting time and resources to analysing your spend?
Jul 07
Scenario: How do you persuade your team and your board-level managers that there is usually far more to good purchasing than price alone?
Enlightened procurement professionals agree that there is usually far more to good purchasing than price alone. But as the new CPO at an organisation where price rules, how do you persuade your team and your board-level managers?
May 07
Scenario: As a CPO, I am coming under increasing pressure from the board to show we are embracing green procurement and carbon neutrality.
As a CPO with a global remit, you are under pressure to embrace green procurement and carbon neutrality. How can you persuade your colleagues that this is good business?
Feb 07
Scenario: You plan to appoint a candidate to a senior position, but hear a rumour about previous alleged wrongdoing.
You plan to appoint a candidate to a senior position, but hear a rumour about previous alleged wrongdoing. Do you go ahead with the appointment or take the safe option and ditch the candidate?
Nov 06
Scenario: The head of a large procurement operation is concerned that their department is monocultural and male-dominated.
Scenario: The head of a large procurement operation is concerned that their department is monocultural and male-dominated. What can be done to make the department more attractive to a wider range of people?
Aug 06
Scenario: As a newly-appointed CPO you have inherited a procurement team which is obviously demotivated, complacent and behind the times.
As a newly-appointed CPO you have inherited a procurement team which is obviously demotivated, complacent and behind the times. You have to decide whether to offer retraining or show most of them the door.
May 06
Scenario: An outsourcing deal for support services is already well established, but you really ought to be involved
You are the procurement director of a European manufacturing company which is two years into a five-year outsourcing agreement in the support services area. It's a big project and the outsourced provider spends money on the company's behalf. But procurement has not been involved in managing this kind of relationship in the past and has only peripheral involvement with this one. How can you get more involved?
Feb 06
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