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In today’s supply management world, change is constant, and the challenges you’re facing can be opportunities for change. This issue explores topics that could be agents for change, including the upcoming U.S. presidential election, which could be considered the “supply chain election,” as well as the potential for a procurement renaissance.
Inside Supply Management® is a leading publication for those within the procurement/sourcing and supply chain profession. Our magazine covers essential news, innovative trends, ISM Report On Business® coverage, research analysis, leadership profiles, career strategies and much more.
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The drone industry, particularly within the U.S., remains largely limited to testing and pilot programs, and there are impediments to quick development of widespread use of the technology for commercial delivery.
When looking for a new job — a position that many have found themselves in over the past six months — having a compelling resume is a must. Many people, however, find writing and tailoring their resume a huge challenge and a daunting task.
Raw-material availability has been one of the challenges of the coronavirus (COVID-19) pandemic, making circular economy strategies as a resilience measure more likely in the future, according to new research from Gartner.
As the coronavirus (COVID-19) spread across the globe, affecting the ability of manufacturers and other businesses to fulfill contract obligations, an often-ignored boilerplate provision began making headlines: the force majeure clause.
While many companies have reduced their dependence on China — a process that began during the trade war — the rhetoric on completely restructuring supply chains is facing hard realities.
From China to COVID-19, from tariffs to transportation, from education to immigration, issues that matter to procurement professionals are on the ballot in 2020.
With its sights on another series of lunar landings, NASA has combined science and research
with supply management to create boundaries as limitless as space.
Electricity, gas and water companies are seeking more powerful risk management as the coronavirus pandemic leads to increased cyberattacks aimed at their workers and supply chains.
Strategic management of a five-element framework can help the function, already a critical business partner, become even more valuable — just when it’s needed the most.
Bob Tevelson, Harish Hemmige, Buzz Maslov, Dan Belz
Forced labor practices are a critical concern for supply management professionals. Modern slavery impacts more than 40,000 people around the world — and one in four are children.
While procurement hasn’t been immune to layoffs and furloughs during the coronavirus (COVID-19) pandemic, it hasn’t been hit as hard as other parts of businesses — and top talent within the function continues to be a finite resource in 2020.
In her sixth year as a continuous-improvement manager in jet engine assembly and repair, Sue Spence, MBA, believed she had checked her job skill-set and satisfaction boxes. Before she could settle into a lengthy career, however, a mentor suggested to her that what feels like a groove can easily become a rut.
The Monthly Metric hasn’t driven much on the fleet-metrics highway, in part because, as Jones says, tracking efficiency entails more than one or two defining analytics. To “tell a broader story,” as he puts it, a dashboard is recommended.
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Camille Batiste, CPSM, C.P.M. Chair Archer Daniels Midland Company
George Chang GE Aviation
Norbert Dean, CPSM Carnival Cruise Line
Thomas W. Derry ISM
Kimberly DeWitt, CPSM CF Industries
Miguel Gonzalez DuPont
Michelle Hawkins, PMP Charter Communications
Howard Levy Zimmer Biomet
Hemant Porwal, CPSM WESCO Distribution, Inc.
Kristopher Pinnow, CPSM Collins Aerospace A United Technologies Company
Stacey Taylor MGM Resorts International
Jeffrey P. Wincel, MBA, D.Min. AMD
Susanna Zhu The Hershey Company
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