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Our annual risk-, agility- and transparency-themed issue explores the topics from various viewpoints. Features delve into how hospital supply chains are creating value and opportunities that go beyond cost savings, the changes influencing the global shipping industry, and how transparency and agility can aid in successful sourcing and risk mitigation for local Super Bowl vendors. Additionally, learn how Jaguar Land Rover usedtransparency, consistency and collaboration to manage chip shortages
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.
Our digital magazine is an exclusive benefit for ISM members, delivering important knowledge and information that are critical to your success. The magazine goes in-depth on topics and personal stories about the professional community and the trends impacting them. We publish the magazine 6 times per year in both print and digital.
Our e-newsletter is open to the entire professional community. It is delivered every week focusing on hot topics, new research releases and immediate updates to keep supply management professionals informed. Subscribe to get updates below.
Sponsored Content | Supply chains create jobs, deliver critical materials, and support consumer needs. From bandages to bananas; televisions to treadmills; pots to pans, all are brought to us, courtesy of supply chains. However, this convenience sometimes comes at a cost — and that price is often paid by the impoverished, the desperate and the environment.
Human nature draws people to the new shiny object in the room. For supply management practitioners, artificial intelligence (AI) is the shiny new object, and the question of the moment is how incorporating the technology into the profession will propel it into the future.
Moving a supply chain out of China isn’t that simple. But compounding issues like the Ukraine-Russia war, tariffs, trade wars, global counterfeiting, geopolitical disruption and the ongoing difficulty in procuring certain components and materials make it an alluring thought.
Addressed spend as a percent of sourceable spend is designed to gauge a supply management team’s workload by measuring the spend it actively controls during a current reporting period.
Smart consumption methodology and its five pillars can help companies achieve sustained results by capturing impactful savings and embedding behavioral change into the organization.
Frank Palmer, Tom Rapp, Dan Belz, Bob Tevelson, Tyler Vigen
Product and labor shortages still abound — and cost is still paramount — but health-care systems are realizing the value and opportunities their supply chains can bring in other ways.
After two years of elevated rates and record profits, ocean carriers face changing tides, including a pricing power shift, capacity conundrum and innovation vacuum.
When the Super Bowl came to Arizona, local suppliers discovered the flexibility required to handle the challenges — exacerbated in some cases by an incomplete playbook from the NFL — of working football’s biggest event.
A pilot program to address semiconductor shortages at Jaguar Land Rover has combined transparency, consistency and collaboration to accelerate the automaker’s procurement function.
Heiko Gierhardt, Ph.D., Florian Burgdorf, Ph.D., Wolfgang Schnellbächer, Ph.D., Matt Crawford, Lena Edig
Have you reached out to a software-as-a-service (SaaS) startup to discuss licensing negotiation, only to get promptly ushered to its online sales portal and click-through service agreement? This has become a rather common occurrence regarding new SaaS tools and platforms that are the “flavor of the month” within your organization’s developer and younger employee cohorts.
After more than two years of walking a tightrope to keep products — and their companies — moving during the coronavirus pandemic, many procurement professionals are feeling the ‘PTSD’ of supply chain burnout.
Increasing numbers of companies are asking employees to return to the office, but workers are balking, preferring the flexibility of working remotely, at least two or three days a week.
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Camille Batiste, CPSM, C.P.M. Archer Daniels Midland Company
Kimberly DeWitt, CPSM CF Industries
Miguel Gonzalez DuPont
Michelle Hawkins, PMP Charter Communications
Joe Matthews
GENTEX Corporation
Hemant Porwal, CPSM WESCO Distribution, Inc.
Stacey Taylor TriMark USA
Judy Whipple, Ph. D.
Michigan State University
Jeffrey P. Wincel, MBA, D.Min. NXP Semiconductors
Susanna Zhu Bath and Body Works
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