Certified Global Negotiation Executive™ | CGNE™
by Competitors View |
24 videos |
Updated 2 weeks ago
As a Supply Chain Chief or Executive, you are wearing a number of hats. You are trying to look across a supply chain with limited visibility. You are responsible for shortages and inventory optimization and keeping costs down. You are supposed to be looking across the supply chain but management pressure is for you to focus on your company’s specific results. You are looking at both purchasing and logistics – while ensuring productivity, quality, and efficiency of operations.In a true supply chain model, the focus is on the effectiveness of the entire chain. How do you influence other companies in the chain? How do you solve inventory, purchasing, logistics, operational, or other issues that are happening in other supply chain links? How do you get the attention of other supply chain links when they are not just in your supply chain, but in all their other customersupply chains too?And then there is internally – how do you influence purchasing, finance, warehouse, logistics, and so many other groups that don’t report to you? And once you get a seat at the table in supplier negotiations, are you developing your skills there and able to negotiate world class deals?All of the above initiatives have to be driven through other people and other supply chain links. Most of these people don’t report to you. Position power is not enough to be successful in your position. What you need is the ability to influence. The ability to influence is the most important skill you can develop for your job results, your career, and your income. If you rely on position power to accomplish your objectives, you will be successful for a while – but eventually, you will hit a plateau, and it will be a rude awakening. That plateau will be when position power will not take you any further.For more details log on to: www.competitorsview.com/cgne-certification/
