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Across Procurement, organizations are rushing to digitize their processes and distinguish themselves as innovators. All too often, their enthusiasm outstrips their preparedness and their initiatives fail before they've properly left the ground.

Is your organization looking to implement Procurement software? You're bound to fail if you're making even one of these five mistakes.



This week, fast food giant McDonald's announced plans to dramatically reduce the use of antibiotics in its beef supply chain. The hamburger chain intends to collaborate with partners across their ten largest beef sourcing markets to establish pilot programs before the year is out.

Food producers have long relied on antibiotics to both protect the health of livestock and - more controversially - to promote growth. While precise data is lacking, Pew Charitable Trusts estimates that around 70% of America's medically important vaccines find their way into the agricultural sector. Rampant misuse and overuse has scientists concerned.

The World Health Organization has named antibiotic resistance "one of the biggest threats to global health, food security, and development today." Antibiotic use throughout the agricultural value chain is recognized as a primary contributor to what has become a global crisis. As more and more drugs are distributed, bacteria adapt and grow increasingly resistant to treatment. In time, WHO and other organizations worry, these adaptations could make them ineffective for people. Antibiotic-resistant organisms currently infect at least 2 million Americans and kill another 23,000 every year.

Changes in consumer taste and increasing pressure from advocacy groups likely inspired the move. Earlier this year, a collection of more than 80 stakeholder groups formally called for McDonald's to "establish a time-bound, meaningful, and verifiable policy" for eliminating routine antibiotic use from its pork and beef supply chains. Representatives even delivered a petition during the corporation's shareholder meeting in May.

Responses have proven uniformly positive. Pew's Karin Hoelzer writes, "With the announcement of this new policy, McDonald's again demonstrates its leadership and commitment to responsible antibiotic use." She continues, "Efforts like this are essential to sloqing the emergence of drug-resistance

McDonald's operates nearly 37,000 restaurants worldwide. By virtue of its size alone, the Chicago-based business has the potential to bring about a sea change in its industry.

When the chain began to eliminate antibiotics from its chicken supply chain in 2015, competitors including Chipotle and Subway quickly followed suit. This more recent announcement already seems to have inspired similar action. Just one day after McDonald's outlined its ambitious plans, Wendy's announced a partnership with the Progressive Beef program. Aligned with this "innovative animal care and sustainability program," they aim to promote responsible antibiotic use as well as more humane and sustainable practices in general.

Expect more food and beverage companies to follow suit in the coming weeks.


The Reasons Career Prospects Hope to Learn

Money. Power. Respect.

Not quite so, but they do sound rather enticing. Yes, all three notions are underlying perks that a career in management consulting provides. And yet, these are not the things that keep me on this career path. To better explain why, I would like to introduce the Japanese concept of Ikigai, a term for ‘a reason for being’.

The philosophy is to balance your passion, mission, profession, and vocation to find worth in one’s own life. There are things that one is good—skills that one can develop and success to be made. That which one loves could add meaning to the daily activities in one’s life. Moreover, one should also look at how to receive proper compensation and net worth for the sweat on one’s brow. Lastly, the world can be changed by one’s action, value to be added and earth to be moved. These components indicate the source of value in one’s life, and profession has a major role in finding fulfillment and meaning to the actions and beliefs of an individual.

For me, personally, management consulting has been all about finding value and placing meaning behind it. Consulting has tremendous influence on individuals, companies, and even entire markets, yet this line of work also produces a natural environment for self-development and growth.

Constant Challenges

There have been times where I might have been unsure of myself and where to begin on a project, but I believe it is alright to not know why initially. What matters is to adapt and learn from the constant challenges that occur in consulting. One recent example was engaging with suppliers on behalf of our clients. Some suppliers are hesitant to share data, feeling unsure of the initiative that my firm pushes for the client. I enjoy the need to seek multiple means of creating value, and not every question has just one answer. I could try to follow up on all their interjections, but that would waste crucial project time. I could also be demanding, but that would hurt client-supplier relationship. One of the key design of consulting is that there are multiple avenues to approach a project and get results. Being able to figure out your own method and making sure that method could be the best one for a particular case is an interminable struggle, one that forces you to reinvent the wheel.

I chose to be firm in what was necessary, giving clearer explanations and reaffirming the directive of the project to assure the supplier that we were not targeting the vendor itself. Consulting provides multiple opportunities where I felt that my previous methods were either out of scope or underdeveloped, allowing me to better take on new business opportunities in the future and develop my skill set.

Client-Facing Interactions

One proverb I have heard is that the secret to happiness is helping others. Consulting is literally the occupation of helping others. Although I have yet to find the secret to happiness myself, client-facing interactions have been one of my most enjoyable moments in consulting. Clients oftentimes come to my company to find inefficient areas to improve and new strategies to develop. Client engagement has been a broadening experience because each client I have listened to so far have had their own unique set of issues and perspectives, and, at the same time, they also share some similar interests and objectives.

One of the qualitative values that clients stress is the importance of robust and positive supplier relationships. In my experience, there have been cases where clients moved away from partners with noncompetitive solutions or service issues. There are other cases where a great relationship could be leveraged and negotiated by volume or length of relationship. Being able to understand what my clients want to develop is something special, for it places responsibility onto me to make it so.

Category Expertise

I enjoy executing both tested and innovative methods to achieve results in this line of work. Consulting is a career that is very high-level in scope where broad strokes and precise etchings can truly drive value for organizations. This career, therefore, requires specific category expertise. It has given me insight into a diverse set of categories from logistics to staffing to indirect materials. There is incredible range of experiences and projects that provides amazing learning opportunities to take to industry.

Many of my senior colleagues oftentimes have expertise in a single or a couple categories that provide a great wealth of knowledge into the strategies and project management of the work. Consulting is a field where collaboration is vital to project success, and coworkers are usually more than happy to foster growth and interest into their field expertise. Over time, as new categories arise and your own abilities improve, consulting provides the means to make specialization an area of success.

Overall, it would sound fulfilling that I am content with where I have right now. But, I am not, and the reason is my choice of consulting as my career path. Consulting pushes you to be ambitious, ever striving to find improvements and drive value. It has a high learning curve and time commitment, but it is a pursuit that pushes you to evolve and adapt. To me, being able to find meaning is not necessarily the same thing as finding comfort. Everyone has something that strikes a fire in their belly, and it may just be simply money, power, and respect, but for me, consulting is a very complex career path with nuances that forces me out of my comfort zone and pushes me to make my life worthwhile.


December 14, 2018

Here's a look at where Source One's cost reduction experts have been featured this week!

Whitepaper Series:
MRO Demystified: Parts I - IV
Even the savviest Procurement professionals would agree that MRO spend presents consistent challenges. Composed of thousands of essential SKUs, the category gets all the more complicated when organizations take a hands-off approach. Source One's latest whitepaper series offers the tips and best practices your company needs to unlearn bad habits and get this critical category under management.

Blogs:
5 Reasons Your Procure-to-Pay Implementation Will Fail 
Anthony Mignona, Future of Sourcing, 12/14/2018
Why do so many P2P implementations come up short? Mignona offers several common reasons including a lack of internal alignment, poor stakeholder engagement, and ineffective training programs. Organizations often pursue technologies in the hopes that they'll quickly and definitively solve their biggest challenge. When they make even one of these mistakes, however, they tend to find themselves with even more problems than they started with.

Data & Socially Responsible Procurement 
Ari Markowitz, Buyers Meeting Point, 12/13/2018
Socially responsible Supply Chain Management is no longer optional. Organizations that want to satisfy their costumers and outpace their competitors have made the Triple Bottom Line a major component of their culture. Data analytics, too, has evolved from a luxury to a necessity in recent years. Markowitz suggests that by accessing and applying supplier CSR data organizations can ensure they work with responsible partners and deliver on their sustainability goals.

How to Keep Bad Weather from Ruining Your Logistics 
Brian Seipel, Future of Sourcing, 12/11/2018
This time of year especially, the idea of inclement weather is keeping Supply Chain Managers up at night. Seipel offers suggestions for organizations looking to safeguard their routes and shipping lanes against the unexpected. You can't control the weather, but you've got a great deal of control over how your organization responds. A little extra planning could save Procurement a whole lot of both money and effort when the next weather emergency strikes.

New Podcast:
Why Should I Care About Spend Analysis?
Procurement professionals have a lot on their plates these days. It's not entirely surprising that so many consider a spend analysis one task too many. In this episode of the Source One Podcast, Seipel reminds listeners that the potential ROI of a spend analysis tends to far outweigh the costs. Clamping down on maverick spend, identifying inefficiencies, and producing savings, spend analyses should occupy a prominent place in any organization's sourcing strategy.




Not everyone, according to Spend Analysis Lead Brian Seipel.

On this week's episode of the Source One Podcast, he separates organizations into two distinct groups. One group is made up of believers. They've seen the value a spend analysis can bring and, as a result, they've outlined clear processes for conducting them. The other group - an unfortunately large one - includes companies who rarely think about spend analysis at all.

It's hard to blame these organizations for taking a hands-off approach to managing their spend. "Let's face it," Seipel says, "you and your team have your collective hands full keeping the Procurement trains running each day." With an ever-evolving list of concerns and responsibilities, spend analysis can look like one task too many.

Seipel acknowledges that cleansing and classifying spend are often time-consuming processes. He's adamant, however, that the potential benefits of a thorough spend analysis far outweigh the costs.

These benefits also go far beyond cost savings. For example, a deep dive into historical purchasing might reveal hidden opportunities for supplier consolidation. Pursuing these opportunities won't just cut costs, but will provide for more efficient processes and a more easily managed supply base. Instances of maverick purchasing, too, might come to the surface following a spend analysis. By analyzing spend and comparing it to on-contract items Procurement groups can identify the source of off-contract purchases and address the issue before it becomes out-of-hand.

Simply put, organizations that disregard spend analysis are hampering their potential - at best. At worst, they could be closing their eyes to rampant non-compliance and process inefficiency.

"By performing our spend analysis," he concludes, the organization arms itself with a wealth of new insights and gains full visibility into its supplier relationships. "Only then, can we effectively manage out spend."




Long a lightning rod for controversy, the fashion industry has weathered another turbulent year.

Luxury retailer Burberry, for example, spent the summer on damage control after its history of decidedly wasteful practices came to light. On the other end of the affordability spectrum, fast fashion label H&M saw its own (oft-discussed) commitment to sustainability called into question.

This week, both organizations announced they would not only clean up their own operations, but collaborate with peers and competitors to promote sustainable practices industry-wide. They are just two of the 43 companies that have signed the new Fashion Industry Charter for Climate Change.

Sponsored by the United Nations, the agreement also counts fashion giants like Adidas and Hugo Boss, global shipping company Maersk, and the World Wildlife Fund among its participants.

These initial signatories hope they won't be the last. Their Charter, which aligns with the Paris Agreement's goals and objectives, remains opens for additional organizations to join.

Designer Stella McCartney has already proven a particularly vocal advocate for the Charter and its mission. "Climate change," she remarks, "is one of, if not, the biggest challenge of our lifetime . . . I want to call on my peers in the business, from other brands to retailers and suppliers, to sign up to this charter now. Collectively we have a voice and the capacity to make a difference."

Among the Charter's most ambitious goals is the commitment to a zero emission industry by 2050.

Other initiatives will see companies decarbonize their production processes, select more climate friendly materials, identify low-carbon transit options, and work alongside policy makers to introduce new solutions throughout the coming years. In the nearer future, participants have agreed to eliminate coal-fired power from their supply chains by 2025 and reduce carbon emissions by 30% before 2030.

"To make concrete progress on these commitments," a UN spokesperson writes, "six working groups have been established in which signatories will work to define steps for implementation." These groups intend to convene as early as January to begin these efforts.

Through textile production alone, the fashion industry currently releases more greenhouse gas emissions than all international flights and maritime shipping combined. It's also estimated that the sector's emissions could rise by over 60% within the next ten years. Presumably, this stark reality has contributed to some of the skepticism around the agreement.

Fashion United reports that critics are especially wary of 'fast fashion' companies like H&M and Inditex. Speaking with the outlet, Hester Hoogerwerf says, "Frankly spoken, I find it hard to explain how fast fashion can contribute to a more sustainable world." The Interim Manager of Sourcing & Development at Fashion Consult continues, "It's in the nature of these companies to produce clothes that are not to last very long." By design, such companies over-produce and encourage shoppers to over-consume. Truly delivering on the Charter's promises, Hoogerswerf suggests, would require nothing short of a total overhaul to their business model.

Charter members are significantly more optimistic. "The fashion industry is always to steps ahead when it comes to defining world culture," notes UN Climate Change Executive Secretary Patricia Espinosa. "The Charter, like the renowned fashion runways of the world, sets an example that I hope others will follow."

With climate change top of mind for consumers and Supply Chain Managers everywhere, expect the Fashion Industry Charter for Climate Change - and partnerships like it - to continue making headlines in the new year.





Spend Management is rarely simple, but it's often particularly complicated in the Maintenance, Repair, and Operations (MRO) category.

Encompassing everything from Material Handling services to nuts and bolts, MRO spend includes many of the products and services that literally keep businesses running. Understandably, it presents Procurement professionals with a number of challenges:

  • Whereas some categories include a small selection of SKUs, the MRO category includes thousands and thousands (and thousands).
  • One-off purchases are regularly made at the site-level with little mind to long-term cost effectiveness and sustainability. 
  • When sites are spread across a wide geographic region, communication is often less-than-transparent. 
All these challenges make for a spend category where maverick purchasing and process inefficiencies can quickly get out of hand. Eliminating either requires a strategic and methodical approach to correcting Procurement's shortcomings. 

Source One's Procurement specialists offer a step-by-step guide to tackling the category in their latest whitepaper series. Published in four parts, MRO Demystified presents actionable tips for organizations looking to repair their approach to MRO spend and realize greater strategic value moving forward. 

Haven't had a chance to download it yet? Check out some key takeaways below before diving in. 

Part 1 - Repairing the Traditional Approaches to MRO Spend Management 
  • Outlines the complications associated with MRO spend. 
  • Examines the flaws in taking either a decentralized or centralized approach to the category. 
  • Advocates for a customized, hybridized approach to optimizing MRO purchases. 
Part 2 - The Value of a Spend Analysis 
  • Maps the process for conducting an effective spend analysis
  • Provides guidance for Procurement teams looking to select the right spend taxonomy. 
  • Offers tips for turning raw data into action by identifying savings and consolidation opportunities.
Part 3 - The Role of Strategic Sourcing in Spend Management
  • Details the typical Strategic Sourcing process and applies it to the MRO category. 
  • Describes the outputs and inputs relevant to a world-class sourcing process. 
  • Presents best practices for market basket development and other components of the sourcing cycle. 
Part 4 - Long-Term Spend Management 
  • Explores best practices for managing MRO spend in the long-term including Punch Out catalogs, Vendor Managed Inventory programs, and more. 
  • Breaks down a ten-step process for strategically approaching tail spend. 
  • Cautions Procurement teams against becoming too comfortable with any one strategy. 

Don't let a complicated category overwhelm your Procurement team. Download all four installments today to take the first step in developing a world-class approach to managing MRO spend. 
A lot of the articles I write are about optimizing the tools in our Procurement toolbox and then using them effectively. These are certainly important practices, but what happens when we rely too heavily on this procurement toolbox? I’m going to use a phrase that I’m pretty hesitant about bringing up: “Think outside the box.” 

Wait – don’t stop reading. Seriously.

Don’t get me wrong, I realize why you’d want to. This bit of business speak has been overused to the point of becoming meaningless. It’s a challenge every management team has placed on every team performing every function in an organization for years. And, you know what? That’s a shame – because there are opportunities to think outside the box to achieve amazing results.

Think outside the cylinder
Let's talk about a relatively common category of spend – air & gases. If we worked for a brewery, for example, we’d be spending a good bit of money to buy the gases needed to carbonate our beer. These gases aren’t cheap – anything a brewery can do to reduce this cost will help the bottom line. So let's go to work.

Projects in this space follow a pretty typical process. In other words, we’re going to break out a pretty reliable and pretty heavily used set of tools from our toolbox. We may seek to go to market with an RFQ or RFP, intending to use supplier consolidation to drive cost savings through a common enough carrot/stick combination (“Win more of our business with a competitive bid… or do poorly and lose it all”). If we do well, we might save, say, 10% of our annual spend on gasses using these strategies. Not bad.

But let’s think outside the box. What if we could reduce the need to purchase these gases in the first place? Cutting the need for half of our yearly volume or more could dramatically reduce our production costs.

Carbon reclamation technologies aren’t necessarily new, but they may not be utilized by breweries. They may have a home in larger operations, but smaller breweries may not have any such systems in place. However, there are firms that are helping smaller breweries implement these systems - So, what if our hypothetical brewery bucked the inside-the-box sourcing strategy and elected to research a reclamation system? Not only are you eliminating a large portion of purchase needs, you’re also able to capture and reuse a high-quality, contaminant-free CO2 product.

What Makes this “Outside-The-Box” Thinking?
A lot of companies that purchase industrial gases view the transaction as a highly commoditized one. When going to market for commoditized products, we’re all conditions to view the event as one focused heavily on price.  The more mission critical the product is (such as gases used in beer production), the higher the degree of product specification. However, checking those boxes off puts us back in the realm of pricing.

Because of this, it can be easy to fall into the same old routine – get a few bids, make a buy. This is what makes thinking outside the box challenging – we have to force ourselves to reconsider that tried and true path. What other trails could we take instead?

It isn’t always easy to blaze a new trail. Attempting to do so won’t always be a success. Yet bringing about real, impactful change will often require this type of thinking. After all, you can’t get somewhere new by following the same old path.



The escalating trade war between the United States and China has disrupted many industries, but low-margin businesses are feeling the effects more acutely than most. And few retailers are as low-margin as Dollar Tree, the popular chain of discount variety stores that sells all of its items for $1 or less.

Headquartered in Chesapeake, Virginia, Dollar Tree is a Fortune 150 company with nearly 15,000 locations spread out among the 48 contiguous United States and parts of Canada. Since 2015, the company has also operated the multi-price-point retail chain Family Dollar, which claims over 8,000 stores and a presence in all but four states.

The 10 percent tariff that President Donald Trump placed on $200 billion worth of Chinese imports in late September dealt a substantial blow to Dollar Tree's supply chain, according to USA Today. While the previous rounds of tariffs had primarily targeted industrial goods from China, the new duty impacted the sort of everyday consumer items that make up Dollar Tree's bread and butter.

A full 42 percent of Dollar Tree's products are imported, as are 23 percent of Family Dollar's products, according to estimates by the research firm Tesley Advisory Group. Because many of the most affordable items can only be made in China, the majority of those shipments come from the People's Republic.

In a letter to U.S. Trade Representative Robert Lighthizer, Dollar Tree noted that over 60 percent of the chain's shoppers have less than $40,000 in annual household income, and argued that any price increases would be burdensome for middle- and low-income families.

In the meantime, the company braced for even higher duties, as the tariffs were originally set to rise from 10 to 25 percent on January 1. On December 1, however, Trump announced a 90-day trade truce, following a meeting with China's President Xi Jinping.

Dollar Tree finding ways to mitigate the effects

Should the U.S. and China fail to reach a new agreement before the new negotiation period ends, though, the 25 percent tariffs could still be invoked. That's the eventuality Dollar Tree is preparing for, while simultaneously coping with the extant 10 percent tariff.
"We've got to be just better buyers"

Speaking to analysts, CEO Gary Philbin claimed that the company had managed to mitigate 80 percent of the existing and expected 2019 tariffs for Dollar Tree and 50 percent for Family Dollar. He cited a broader supplier base, agreements renegotiated with current suppliers, the elimination of certain items and attention towards landed costs regardless of the source as ways in which the company had adjusted to the new conditions.

"I mean it sounds like it's easy; it's not because we are touching a lot of SKUs," said Philbin, reports Supply Chain Dive.

While Family Dollar has some flexibility when it comes to price increases, Dollar Tree stores are premised on the concept of nothing costing more than a single dollar.
"We've got to be just better buyers," admitted Philbin.

Tariffs further complicate existing supply chain issues 

The mitigation efforts have exacerbated what has already proven to be a difficult and lengthy process of integrating Family Dollar. Four years after acquiring the chain, Dollar Tree is still struggling to combine the separate distribution networks of the two retailers.

The trouble with tariffs has also been compounded by rising domestic freight costs, as well as recent wage increases. The company's already tight margins are being squeezed razor-thin, with sales up 4.2 percent year-over-year in the third quarter, but gross margin down roughly 1 percent.

"We expect higher domestic freight and diesel costs to continue," CFO Kevin Wampler said to analysts.

With those supply chain costs projected to remain, and tariffs possibly rising another 15 percent in March, the company will likely have to keep finding new ways to stretch a dollar.



According to a recent HSBC survey, nearly a third (31%) of organizations plan to improve the sustainability of their supply chains over the next three years.

While heartening, this data is unsurprising. The conversations around green business practices are not a new development. For years, organizations have faced increasing pressure from consumers and governments alike. Insisting on transparency and sustainability, today's customers expect a lot from their preferred organizations.

What's slightly more surprising is the motivation behind these planned changes. Those organizations looking to introduce more responsible practices aren't just doing so to improve their reputation and meet evolving demands. Rather, HSBC's survey found that cost efficiency and improved financial performance are the primary motivators. A staggering 84% of respondents name these as their chief goals.

The findings are further evidence that green practices are not inherently costly. In fact, with the appropriate effort and planning, sustainability initiatives can result in a significant boost to Procurement's bottom line.

Source One's consultants have spent years making this argument. They view every client engagement as an opportunity to address misconceptions and remind businesses that 'sustainable' and 'cost effective' are often synonymous.

This week, Supply and Demand Chain Executive recognized Source One's efforts with the 2018 Green Supply Chain Award.

Every year, SDCE recognizes the forward-thinking organizations that advocate for more responsible Supply Chain Management. This marks the seventh-consecutive year that Source One's innovators have made the list.

In particular, this year's Green Supply Chain Award recognizes a recent emission reduction project. The engagement began when a large financial institution approached Source One to help consolidate its armored services supply base. In search of a provider who could service both ATMs and branch locations, Source One identified an opportunity to cut down on the client's carbon footprint. Selecting this provider produced considerable savings for the client, reduced driving hours, and eliminated an incalculable amount of pollutants from the atmosphere.

This engagement is just one example of Source One's ongoing work to promote sustainable, strategic decision making. 2019 promises to see the conversations around green Supply Chain Management grow even more intense. The industry-recognized spend management experts look forward to taking part.


ICYMIM: December 10, 2018

Source One's series for keeping up with the most recent highlights in procurement, strategic sourcing, and supply chain news week-to-week.  Check in with us every Monday to stay up to date with the latest supply management news.

Are You Sick of "Digital Transformation"?
Michael Lamoureux, Sourcing Innovation, 12/6/2018
As another year draws to a close, The Sourcing Doctor takes a characteristically skeptical look at the conversations around Procurement's digital transformation. 20 years after the introduction of specialized Procurement solutions, he writes, organizations are still effectively having the same discussions. They're also still treating the same shopworn insights as if they're suddenly new and interesting. Lamoureux reserves particular disdain for so-called 'futurists.' Though these folks are still predicting a digital renaissance, their rhetoric does little other than send Procurement down the same dead-end roads. He concludes with the suggestion that - in spite of rapid digitization and ongoing discussions - the next twenty years will probably look a lot like the last twenty.


Samuel Andras, Future of Sourcing, 12/5/2018
With uncertainty on the rise across global supply chains, more and more organizations are looking to optimize their approach to outsourced labor. It's clear they can't make these decisions based on cost alone. For years, organizations have seen the cost benefit of working in certain markets outweighed by poor data security and supplier compliance. Andras advises organizations to take a more nuanced look at the location of their outsourced operations. Time zone and language barriers are just the start. Cultural compatibility, he suggests, is often the most important factor in building a sustainable, successful partnership.


Year-End Dash for Cash - 7 Steps to Free Up Funds Without Resorting to Tricks
Jonathan Messinger, Spend Matters, 12/10/2018
Hackett Group recently published a report aimed at organizations looking to free up cash during the last few hectic weeks of the year. The report, Messinger suggests, cautions organizations away from quick-win tactics that might provide a temporary boost. It offers a seven-step plan for organizations looking to adopt a healthier 'financial lifestyle' in the new year. On the supplier side, for example, the report advises organizations to identify the top invoices due. They should work directly with the suppliers in question to renegotiate terms before the end of the year. Whatever steps Procurement takes, it needs to measure its success to devise a more efficient plan in the new year. 


December 7, 2018

Here's a look at where Source One's cost reduction experts have been featured this week!

Whitepaper Series
MRO Demystified: Parts I - IV
Few spend categories are as consistently overwhelming as Maintenance, Repair, and Operations. Source One's newest whitepaper series offers tips for addressing the categories challenges and driving maximum value. Covering everything from the problems with typical approaches to the strategies that make for long-term success, the series is exactly what your team needs to refine its approach to MRO spend.

New Podcast:
How Not to Sell Supply Chain Staffing
Nobody likes a sales pitch. When the salesperson is offering staffing services, the pitch is often especially unwelcome. On this week's episode of the Source One Podcast, Supply Chain Recruiter Andrew Jones discusses some of the best practices that have made him a success. He suggests that thorough research and an emphasis on the human side of things make it possible to sell supply chain staffing without coming off like a salesperson.