The initial flurry of advice from Government to businesses suggested stockpiling after Brexit would be a ‘good thing’. Now there’s an edgy silence - suggesting there’s even doubts over how pro-active supply chains ought to be.
Multichannel and Omni channel supply chains - what are they and what is the difference?
In an article in HR Magazine, I talk about how many clichés surround how we discuss the impact of technology on the world of work and on HR.
We can be very proud of having a key account management (KAM) programme in place, but:
The key account manager role is very different from that of a traditional salesperson, and increasingly many key account managers or key client managers do not come from a typical sales background.
As a society, we increasingly talk about the importance of striking a work-life balance. Here at Cranfield Executive Development, we devise programmes that enable people to fit career development around their day-to-day work. But what if you want all three – a career, a life outside of work and to develop your professional capabilities? Can you have it all? And, if you can, how do you avoid burnout?
The greatest potential of using key account management (KAM) as a strategic approach for growing a supplier’s business, rests on the capability to develop long-term relationships with customers. The continuity of a supplier-customer relationship usually comes with such positive outcomes as revenue growth, increased profitability, greater market knowledge and new business opportunities, amongst other benefits.
Make a Google search for images of ‘leadership’ and see what the word still implies: there’s one person at the front of the spearhead, at the top of the triangle; one leader fixing the direction and pulling the rest along with them. It’s an idea that been embedded into our thinking of managers since the 1980s - and I should also say, instilled over the years by business schools - as the ideal to aim for.
Moving toward a sustainable supply chain largely depends on sourcing and supply management decisions and actions. Sustainability in supply chain is typically defined as “the integration of environmental, social and economic aspects of business, which are also known as triple-bottom-line, for achieving long-term economic viability.”