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Leading this team is Karen Weinstein, vice president, global facilities and security, real estate and indirect sourcing and procurement. Weinstein was involved in a 2010 directive to "optimize the company," which translated into creation of a new indirect organization that would leverage best practices, find bottom-line savings and improve processes. At the time, sourcing and procurement were centrally influenced. Indirect procurement was performed at all the different locations, while sourcing was performed in a "hub and spoke model," with eight different managers handling a variety of commodities across multiple Boston Scientific locations. Each manufacturing site had a vertical operating structure, with buyers reporting to purchasing managers, who, in turn, reported to material directors.
The scattered operations meant procurement best practices were not communicated or leveraged on a broad basis, visibility into spend was fragmented and full value from suppliers was not being realized.
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Keywords: supply chain management, logistics & supply chain, logistics services, Boston Scientific supply chain, indirect spend at Boston Scientific, MRO at Boston Scientific
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