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This issue of Inside Supply Management® delves into the future of supply management, with features that focus on building or making over a procurement organization from scratch, what a cost-centric supply chain means in today’s world, and strategies for ensuring the price is right. A fourth feature delves into challenges and opportunities faced by Canada as it strives to be a global supply chain leader.
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The truckload transportation market has finally completed its latest business cycle.
The coronavirus pandemic profoundly affected its duration and amplitude — and the way transportation procurement pros should view future pricing trends.
The Hospital PMI® registered 58.5 percent, a 6.6-percentage point increase powered by double-digit boosts in the Business Activity and New Orders indexes, but IV solutions shortages persisted.
The headline reading of 52.1 percent reflected a mixed bag of sentiment, said Steve Miller, CPSM, CSCP, Chair of the Institute for Supply Management® (ISM®) Services Business Survey Committee.
Supply management professionals enjoyed an increase in average compensation last year, and strategic personnel should become even more in demand if companies prefer to invest in technology over talent.
If implemented, President-elect Donald Trump’s campaign tariff plan — 60 percent on goods imported from China and a blanket tariff on other imports — will have widespread global supply chain consequences, to say the least.
From the environmental scan to securing stakeholder buy-in to measuring progress, building procurement operations from scratch is an exhaustive process that never ends.
Its role as a supply chain driver has changed, joining factors like aligning to business imperatives, meeting customers’ needs and enhancing supplier relationships as ways to spur growth.
Rich in natural resources and in a reshoring faceoff, Canada looks to smoothen labor issues and better leverage its supply chain assets — including a potentially game-changing commodity.
Some of the turbulence and headwinds on the horizon could be potentially more devastating to global supply chains than what occurred during the coronavirus pandemic.
The index “is a critical indicator for both demand levels and supply chain performance and can be a predictive tool that helps people to anticipate changes in the economic landscape,” says Kristina Cahill, Report On Business® and Research Manager at Institute for Supply Management®.
Mergers and acquisitions — and other changes in organizational structure — can be disruptive to supplier diversity programs and environmental, social and governance (ESG) efforts.
Artificial intelligence has come to industries and supply chains, but how companies implement the technology will be the difference between value generation versus using it ‘for the sake of using it.’
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Stacey Taylor Vice Chair Vice President, Procurement Ocean Spray Cranberries, Inc.
Thomas W. Derry Chief Executive Officer ISM
Miguel Gonzalez Chief Procurement Officer
American Express
John Han Founder of Intelage and Strategic Consultant Tenzing Consulting
Michelle Hawkins, PMP Senior Vice President, Strategic Procurement Charter Communications
Jeff Kimsey Vice President, Investment Intelligence Nasdaq
Joseph Matthews Vice President, Diversity, Equity & Inclusion
GENTEX Corporation
Darla Morse Chief Digital and Innovation Officer Partner’s Credit Union
Kristopher Pinnow, CPSM Vice President, Global Supply Chain COLLINS AEROSPACE
Hemant Porwal, CPSM, CPSD Executive Vice President, Supply Chain and Operations WESCO International, Inc.
Judy Whipple, Ph. D.
Bowersox-Thull Endowed Professor in Logistics and Supply Chain Management Michigan State University
Sopan Shah
Senior Vice President, Global Chief Procurement Officer
IHG Hotels & Resorts
Susanna Zhu SVP, Global Sourcing & Supply Chain Ops Bath & Body Works
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