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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