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Supply management professionals attend conferences on gaining a seat at the executive table. They read articles about how the procurement team can become a trusted business partner within the company. They train their teams on strategic thinking, emotional intelligence and cross-cultural management. Yet, often the recognition they seek still seems to elude them - even though many of their teams influence more than 50 percent of their organizations' expenses and have significant bottom-line impact, all while contributing to innovation and top-line growth.
The question is, are supply managers partly to blame?
In this profession, one can talk about value creation, controlling total cost, innovation and contribution to growth. Beyond the words in mission statements, how are supply management professionals actually communicating performance and success to the rest of the organization?
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