dolution

‘Supply chain relationships don’t mean anything. At the end of the day, it depends entirely on who has the most power. It’s the big boys in the supply chain who decide just how much of a relationship there’s going to be.’ Discuss the implications of this statement.

List ‘before’ and ‘after’ descriptions for procurement as a function and the professionals within that function when considering what procurement came from (staff order  processor  negotiating  discounts  after  supplier  selection  was made  by  others)  and  how it is described in this chapter when it comes to: a business alignment and business involvement; b stage  and  degree  of  involvement  of  procurement  in  supply  chain  design  and   strategy; c amount of time devoted to strategy discussion; d link  between  category  strategy,  supplier  segmentation,  and  vendor  rating,  and  company and supply chain strategic priorities; e calibre of staff in the function (defined as: potential to migrate to other parts of the  business, potentially make CEO one day and have a visible impact on company  and supply chain performance, both on a day-to-day basis as well as in terms of  progressing strategy). Please also offer descriptions/examples of what these differences look like.