The new Halloween date for Brexit means supply chains are faced with a round of Trick or Treat in the lead up to October.
If you're concerned about risk in your supply chain, build the temple of supply chain resilience. Your foundation needs to be an effective supply chain strategy. This impacts on the risk profile of the supply chain. Your floor needs to be product design for supply chain management.
As a result of progressive globalisation and industry consolidation, International Key Account Management (IKAM) has become an increasingly significant topic for many organisations and managing international and pan-geography key accounts where the customer and/or the supplier may be operating in a number of different countries is a challenge for many companies. The international dimension brings some further complexities to the management of already large and complex customers and adds a ...
A generation ago when successful people reached the top of their business they were eyeing retirement. Golf and spa retreats. Now we’re working longer and reaching senior positions earlier in our lives, that’s not looking very attractive.
Standard leadership development programmes stay above the shoulders, and that’s the problem. They’re often focused primarily on the cognitive and a hard set of frameworks and matrices. People are loaded up with content and sent back into the boardroom, groggy from the weight of it.
As the late great Sir John Harvey Jones said:
“Planning is an unnatural process; it is much more fun to do something. And the nicest thing about not planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression”.
Few directors are financial experts, but all directors have to make judgements on the financial figures presented to them in the boardroom. To do that, you need some financial knowledge and a lot of business knowledge.
Mark Davies, visiting fellow at Cranfield, conveys how important is it for key account managers to develop relationships with procurement managers within the customer organisation and, in doing so, gain crucial understanding of their procurement. Capturing the numerical value you, as a supplier, bring to the customer is also a key enabler in negotiations.