A supplier partnership model delivers greater levels of innovation than traditional transaction methods. Here’s how to get started.
Read this insight to discover:
• key steps for building strong supplier relationships
• potential risk areas that must be managed
• why behaviour change is as important as processes and tools
• why aligning your own organisation is essential.
The success of every business is driven by the quality of its connections, whether with clients, employees, investors, suppliers, manufacturers or other key stakeholders. Increasingly, these relationships are measured through data-driven analytics, enhanced through video communication, and empowered through cloud computing and collaboration. As the volume of data grows, so do bandwidth requirements.
In today’s globalized business environment, the need to build strong relationships with partners, suppliers, internal teams, investors and customers is more important than ever. High-quality video conference calls enable you to communicate as effectively as actually being there in person, helping you to build the engaging relationships needed for success in business.
This International Study brought to you by Heiler Software AG and the Stuttgart Media University takes a deeper look into how to achieve measurable results in terms of margins, revenue, costs and product launches.
Multiple channel distribution is becoming increasingly important, irrespective of whether the businesses in question are B2C or B2B-focused. The key drivers are the long tail, multi-site and changes in category management. Find out more now!
AB World Foods has a highly complex supply chain, driven in part by the nature of its globally sourced and distributed products as well as by the demands of growth and acquisition. With Infor SCM Demand Planning, the company cut costs while also improving service levels.
Find out why manufacturers and distributors are rethinking warehouse management and why these best-in-class performers are investing in advanced warehouse management solutions to strengthen their competitive market positions.
Long-term success in business has always been about more than just who you know and what you do. It’s dependent on what you do with your customers, prospects, suppliers and partners to help them succeed. How do you grow relationships with companies where your knowledge of their business is not fully understood, or limited at best? The answer: Data.
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Risk management and finance professionals are navigating an unprecedented period of uncertainty. In a post-Brexit world, how can business leaders best navigate disruption?
Data has become the most valuable business commodity, but not all data is meaningful. Data that helps you uncover hidden associations with customers, partners and suppliers can be a true catalyst for business transformation and growth.
In this ebook, we have mapped out the crucial steps in the journey towards operationalizing relationship data to:
- Define Relationship Data
- Use relationship data to unlock new opportunities
- Apply relationship data across the organization to drive growth
Published By: Staples
Published Date: Jun 01, 2017
Watch this on-demand webinar to hear senior research director Patrick Connaughton from the Hackett Group review the latest research on supplier segmentation and stratification strategies. You’ll also get practical advice on implementing these best practices at your organization.
Manufacturing suppliers range from approved vendors and contract manufacturers (CMs) who
only deliver materials and services to complex strategic partnerships. A transactional relationship based primarily on order fulfillment might work well for some companies. However, by taking a CM relationship to the next level of supplier-partner, organizations gain strategic benefits including cost savings, reduced risks, and optimized profits. The right cultural fit and the right-sized partner for your business can play a key role in building this long-term relationship.
Companies are looking to their CFOs for strong leadership in developing corporate strategies and achieving growth. CFOs can meet these rising expectations by leveraging their knowledge of corporate data to extract valuable insights about customers, suppliers, partners and other stakeholders. Supported by analytics, CFOs can help their companies create a global, unified and clear view of their many relationships with customers and others to guide intelligent risk-taking and thoughtful investment—both necessary catalysts for growth. This capability will also enable the company, particularly its sales and marketing functions, to move faster and adapt more quickly to changing conditions. The 21st-century CFO is not only concerned with controlling costs and minimizing risk, but also with maximizing opportunities and generating growth. The right foundational technologies and organizational processes for data-driven decision making can help them achieve all of these strategic goals.
The sponsor named below commissioned Ardent Partners to write this report. While the report topic In 2015, collaboration is the name of the game in procurement and frequently entails working with key internal stakeholders (like line-of-business managers and legal departments) or preferred suppliers to drive greater value through sourcing and procurement. For Chief Procurement Officers ("CPOs") and other supply management leaders, collaboration has taken on many new and innovative forms over the years, causing these executives to leverage new (and, in some cases, existing) processes, relationships, and technologies to enhance compliance, decrease risk, and increase savings. One such business process, contract management, has been reborn with digital, automated features that can shift the way procurement teams collaborate, mitigate risk, drive performance, and realize greater savings for the enterprise.
As cost and productivity expectations persist, many functions are rethinking the way their work gets done to remain both efficient and innovative. But not all business partners may welcome these kinds of transformations. To stay progressive, the best companies enable employees to exercise greater influence over internal clients and alter the entrenched views their function.
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