Features

Summer 2011

Chain reaction
Recent disasters such as the earthquake and tsunami that hit Japan have concentrated purchasers' minds on the resilience of their supply chains. What can be done to ensure continuity if catastrophe does strike?

An agent for change
Why and how is the CPO role changing? What benefits has this brought and what do practitioners predict the position will look like in the next five years?

Weeding out exploitation
Can you be sure that your sourcing does not exploit workers in your supply chain? More vigilance will not only protect those involved, but also benefit your organisation’s brand.

In with the in crowd
Networking – both face-to-face and online – might previously have seemed too pushy and self-promoting for purchasing people, but its benefits are becoming too significant for the function to miss out on.

Executive debate: Where next for savings
After the slump, how can buyers continue to deliver value and retain supplier relations? CPO Agenda asks a select panel of experts.

Platforms for growth
Dealing with ageing oil platforms isn’t something many CPOs will do. However, its detail is highly applicable to new or emerging areas of spend.

Recipes to cope
Higher food prices are a headache not only for raw commodity buyers but also for purchasers at retailers, manufacturers and restaurants. However, they are coming up with some creative strategies to ease the pain.

Research: growth curve
A reduction in cost constraints and an emphasis on adding value and supporting innovation has led to renewed optimism among CPOs.

Web exclusives

Three mistakes cause transformations to fail
A new report looks at why supply chain transformations often don't succeed.

Fears rise over supply chain attacks
A PwC survey highlights executives' worries – and urges investment in security.

'Horrible boss syndrome' has serious side effects
A bad manager can create a high staff turnover and poor profitability.

Creating an optimistic outlook
Continuing economic uncertainty presents new challenges for procurement leaders who will find themselves more than ever in the “squeezed middle”, says Alex Klein.