SCD: FMC finalizes rule on ‘unreasonable’ ocean carrier cargo space refusals
SUPPLY CHAIN DIVE reports: The Federal Maritime Commission published a final ruling last week on its ...
AMZN: APPEAL UPDATEDSV: PRESSURE BUILDS AAPL: OPENAI FUNDING INTERESTCHRW: ANOTHER INSIDER CASHES INHLAG: GRI DISCLOSUREMAERSK: HOVERING AROUND FOUR-MONTH LOWSTSLA: CHINA COMPETITIONDHL: BOLT-ON DEAL TALKAMZN: NEW ZEALAND PROJECTDHL: SURCHARGE RISKKNIN: LEGAL RISKF: 'DEI' HURDLESPLD: RATING UPDATEXOM: DISPOSALS
AMZN: APPEAL UPDATEDSV: PRESSURE BUILDS AAPL: OPENAI FUNDING INTERESTCHRW: ANOTHER INSIDER CASHES INHLAG: GRI DISCLOSUREMAERSK: HOVERING AROUND FOUR-MONTH LOWSTSLA: CHINA COMPETITIONDHL: BOLT-ON DEAL TALKAMZN: NEW ZEALAND PROJECTDHL: SURCHARGE RISKKNIN: LEGAL RISKF: 'DEI' HURDLESPLD: RATING UPDATEXOM: DISPOSALS
SUPPLY CHAIN DIVE writes:
It’s time procurement and finance, two historically adversarial functions, join forces in an effort to create value for their company. The traditional scoreboarding relationship, built on distrust, poor communication and a lack of understanding of supply chain and financial realities, perpetuates misplaced tensions and missed opportunities.
Ed was the outspoken chief financial officer of a large manufacturing company who had an affinity for customers and a contempt for suppliers.
His disdain for procurement was legendary. Ed would brag about his negotiations with customers and claim that it would be just as easy to cut great deals with suppliers. One of his theories was that every time the quantity on a purchase order doubled, the price should be cut in half. And this unreasonable notion was his measuring stick of procurement’s performance…
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