November 2007
To get the most out of the purchasing function, top-performing companies redefine its role and ensure that its goals align with corporate strategy.
Abstract
February 2007
Better purchasing can be beneficial in surprising ways, some far removed from purchasing itself.
Abstract
September 2006
Dividing IT into demand and supply organizations helps companies realize the full potential of their IT investments.
Abstract
June 2006
Companies that source goods from China must overcome several challenges to realize the opportunity in full.
Abstract
December 2004
Three issues hold the key to working successfully with Chinese suppliers.
Abstract
December 2004
Political sensitivities may slow the trend but won’t stop it in the longer run.
Abstract
December 2004
Lu Guanqiu, the founder of China’s third-largest private company, discusses the future of China’s automotive industry.
Abstract
November 2004
To cut real-estate expenses, corporations must learn to calculate their true occupancy cost and to measure their performance.
Abstract
November 2003
Districts that improve their purchasing processes can capture significant savings.
Abstract
November 2003
New software can provide procurement managers with more information about their operations but can’t overcome flawed processes.
Abstract
August 2003
Auto suppliers understand exactly what steps to take to improve procurement but thus far haven’t executed them.
Abstract
May 2003
IT procurement must be a capability, not a mere exercise in cutting deals.
Abstract
February 1998
Savings can amount to half the acquisition premium. Ensuring that reduced costs actually get to the bottom line can be as challenging as mining for gold. Five mistakes to avoid.
Abstract
May 1997
The objective must shift from cost to competitive advantage. Half your purchasing group may need to be replaced. Operating at the hub of a supplier network.
Abstract
May 1997
Manufacturers’ ultimate goal should be “virtual vertical integration” — a degree of collaboration with suppliers that enables them to enjoy the advantages of an integrated company. In the process, they lose the drawbacks of high capital exposure and the possibly inferior performance of areas of the business outside their core expertise.
Abstract
August 1993
Too long the “forgotten” function, purchasing can—with the right strategic approach—powerfully enhance a company’s economic performance.
Abstract