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Table of Contents

Vol. 1, No. 6
November/December 2008


  • How (and Why) to End a Supplier Relationship Members Only Content

    Given the dynamic environment of business, it is unrealistic to think a supplier relationship can last forever. Even so, it can be difficult to know when an alliance has reached a breaking point. Here’s how to spot the signs and move on intelligently.
    Lorrie K. Mitchell, C.P.M., A.P.P.

  • Protecting Intellectual Property 101 Members Only Content

    Brands, logos, inventions — it can be difficult to know which types of intellectual property (IP) your organization actually owns. Here, an attorney who specializes in IP issues shows you how to identify them, plus shares the correct measures to secure and protect your organization’s unique IP rights.
    J. F. (Jim) Chester

  • When to Walk Away (Safely) from a Negotiation Members Only Content

    With the weight of a supply chain on your shoulders, walking away from a negotiation can be a very scary prospect. But with thorough preparation, it’s possible to know when to walk away, and without losing your organization’s support. It requires these essential steps: clarifying your mandate by identifying your organization’s interests, estimating your Best Alternative To a Negotiated Agreement (BATNA) — and the supplier’s, and knowing the difference between "walking way" and "walking towards."
    Andrew Maxfield

Career ROI

  • 10 Credibility-Building Tactics

    At any professional level, it doesn’t take much to undermine your credibility in the workplace — and more often than not, you won’t even realize you’re doing it. In this article, you’ll learn 10 behavioral changes you can make immediately to re-establish your credibility among your peers and executives.
    Nancy McGuire

Sustainability & Social Responsibility

  • Green Strategies for Up-and-Coming Supply Management Professionals Members Only Content

    You don’t have to be an executive to help your organization go green and lower its carbon emissions — supply management professionals on the rise can get involved, too. Here are some practical ideas to reduce energy consumption in buildings and operations, plus additional resources and a few case studies for inspiration.
    Robert W. Kuhn

  • Green Skills That Pay: eSide Asks a Specialist Recruiter

    Today, many organizations are paying a premium for supply management professionals with green skills — as much as 20 percent above the asking price for most positions, according to Nick Ellis, managing partner of Bright Green Talent. Not surprisingly, job seekers are taking note. But which skills really pay?
    RaeAnn Slaybaugh

CPSM® Update

  • Terry Volpel Is Canada’s First CPSM® Members Only Content

    For Terry Volpel, senior manager of strategic procurement at Edmonton, Alberta-based ATB Financial and a member of the Canadian Institute for Supply Management, a credential is more than a symbol on a piece of paper. Its real value? The knowledge he has gained as a result.

    "Its worth is proven with every successful negotiation," says the 30-year supply management veteran. "Its reward is in every dollar saved."
    RaeAnn Slaybaugh and Dina Giovale

Research & Surveys

  • Tools to Compete in a Supplier’s Market Members Only Content

    According to a team of A.T. Kearney analysts, the “golden age” of purchasing is over — a buyer’s market characterized by RFIs, RFPs, bundled products and services, and multiyear contracts yielding 1- to 3-percent annual price reductions. In its place: a seller’s market fueled by ongoing supplier market consolidation, escalating energy prices and emerging markets’ growing demand for raw materials.

    “Suppliers are more powerful than ever,” explains A.T. Kearney Partner Dr. Christian Schuh. “Buyers must adopt new tools and strategies to compete effectively on a new playing field.”
    RaeAnn Slaybaugh

  • Transportation Management for the Small Business Members Only Content

    A recent Aberdeen Group study shows how businesses with $50 million or less in annual revenue can achieve better performance, heightened efficiency and cost reduction with their inbound and outbound freight practices.
    RaeAnn Slaybaugh

Around the World

  • Doing Business in Germany

    Germany is the largest national economy in Europe, the third largest in the world by nominal GDP and an important transportation hub given its central location. Many supply management professionals will find themselves traveling to this major sourcing destination at some point, so we’ve compiled a quick-reference guide to common business etiquette.
    RaeAnn Slaybaugh

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