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supplier selection Tagged Articles



Accountability and Outcome is a Shared Responsibility in the RFP Process
It never fails to amaze me that given the amount of research which goes into the production of each PI Window on Business Show, there are always a number of new insights that come to light during the live broadcast. In fact this is one of the reasons why social media is so critical to the procurement profession, as it broadens the lens through which we can view a particular subject.
How to Select Innovative Supplier Partners Using a 5-Step Project Management Approach
Using the right supplier selection tools can play a critical role in building value-based relationships...
Choosing Suppliers
Most people select suppliers of goods and services on a combination of price and inertia. We keep on buying from our current suppliers until we feel (or find out) we can get a better price elsewhere. Perhaps we need to be a little more careful about how we do this ... inertia is not a very effective means of ensuring value for money. This brief article takes you through a simple process that should help you save money and reduce risks.
The Power of the Win/Loss Analysis
Typical success rates for closing major new proposals are typically less than 20% when several suppliers are asked to present. Companies often spend tens of thousands of Rands (if not hundreds of thousands) in an effort to win business. For those who failed in their bids, little feedback is offered for why a competitor was a better fit. As a result, the likelihood of winning the next major opportunity remains roughly the same. Independently collected research data, gathered from interviewing supplier selection teams, offers surprisingly simple fixes that losing competitors could use to improve success rates. Yet, relatively few sales forces consistently gather quality data about their losses to permit a legitimate benchmarking, tracking, and management of their proposal and presentation process.

Other supplier selection Related Articles

Lock Your Customers into Buying Exclusively from You
Every business owner dreams of customers that can only buy from them, totally shutting out the competition. It is being done everyday with Strategic Supplier and Integrated Supplier Programs that lock customers into buying exclusively from you, rendering the competition impotent.
Opportunity Pursuit – part 1, identifying or creating?
Too many interactions between suppliers and buyers are based on individual transactions involving the supplier re-acting to a stated requirement. This serves neither the supplier nor the buyer as the result is invariably a price driven solution with little or no consideration for the added value that could be available or for the potential benefits of a more solid relationship designed to deliver benefits way beyond the single one-off transaction.
MARKETING YOUR POINT OF Difference
How do you get across to customers that you are different? How do you get customers to understand the value and benefits that you actually offer? When customers come to choose a supplier of products or services they do so on the basis of understanding the benefits that they are going to get, understanding how you are going to exceed what they thought was available, and most of all by understanding your point of difference between you and anybody else they have spoken to or indeed their existing supplier.

Dangerous Supply Chain Myths (Part 2)
Segment 2 - Supplier Development and Management: The Fruit of a Poisonous Tree? Supplier Development and Management Effective supplier development and management should deliver a competitive advantage in cost, quality, delivery/responsiveness, technology, and innovation achieved.

Answering a Silent Question: When Compliance Adherence is a Hear No Evil, See No Evil, Speak No Evil Proposition (BC Compliance Group Profile)
How Can You Negotiate After the Deal is Done? “Imagine This: a requisitioner commits to a deal with a supplier without your involvement or approval. Now the supplier believes he’s already won the order and you’ve lost the upper hand in any negotiation. This can be one of the toughest situations you will ever face in procurement.” Network Member Question, January 12, 2009

An Elephant Sized Sales Tip You Need Now
Look Down Lady - There's An Elephant On Your Foot! (And this is a pachyderm in dire need of a pedicure.) This is the ELEPHANT that hardly anyone ever asks about with their potential customer: "Who was your previous supplier and why are you unhappy with them?" Don't be sooooooo afraid of mentioning your competition because you're terrified you'll lose the sale too. A BIG, elephant-sized mistake that would be. Pssst. You need to know what your customer's expectations are of you. You need to know what made them so unhappy with their last supplier that they dumped them (or are considering it)

How to Select Innovative Supplier Partners Using a 5-Step Project Management Approach
Using the right supplier selection tools can play a critical role in building value-based relationships...
Cracked eggs don’t hatch!
Great organisations are predicated on highly satisfied, totally committed customers who want appropriate quality and a fair price for the goods or services they buy. These customers, as long as they can see that they are receiving value for money, are perfectly happy for their supplier to make good profits – they want to know that the supplier will be there in the future. It’s the marginal customers for whom price is a key determining factor. What happens when there are systems issues that work against good customer service?
Loan and Lease Software Evaluation
With the abundance of loan and lease software choices in the market it can be somewhat difficult and daunting to know what to look for and how to narrow down the selection list. There are three important factors to consider during your evaluation. It may suprise you to learn that price should be at the bottom of the selection criteria list. Unfortunately it is often the key driving force in the selection process with potential for yielding unsatisfactory results down the road.

Estimating the Cost of a Bad Hire
Though most organizations experience a “bad hire” and are aware of the high price they pay for employee turnover, they often lack the ability to combat the loss. Using competencies for selection reduces the risk of a bad hire by increasing the validity of the recruitment process through well-researched, job-related behaviours, consistent standards, standardized selection criteria and selection tools for incremental validity.
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