Organisations have no business taking on corporate social responsibility, and their purchasing operations will lose credibility if they pursue this line, argues Bill Young
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In order to improve performance, build trust, and ensure effective risk management, it is time to emphasise the value of people skills, says David Hawkins
Q: I have a vital consultancy supplier that I think is charging too much per day. It is willing to offer a discount if we commit to buying a bigger block of man days than we need at the moment. This is not a supplier that we can easily drop, so how should
6 December 2005
London
Q: One of my buyers ordered audiovisual equipment on a website advertised at a very low price and received messages from the seller onscreen and by e-mail that his order had been accepted. Our bank account was also debited. Then they sent us an e-mail ref
I work for a large retail company in a high-profile purchasing function run by a director with more than 15 years’ experience. The department is responsible for retail products and non-retail business services. My boss is leaving, and purchasing is to be
BEST USE OF TECHNOLOGY - O2
O2’s online league table of self-assessed supplier performance has led to closer relationships and bigger savings, reports Anusha Bradley
6-8 March 2005
Abbaye de Neumünster, Luxembourg
5-6 July 2005
Rubens Hotel, London
Per Jenster, Henrik Pedersen, Patricia Plackett and David Hussey
Wiley, £24.95
3/5