Browsing All posts tagged under »GM«

NIGP Consulting: Unintended Consequence or Deceit By Design? by Jon Hansen

April 16, 2015

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“Say I’m a State wanting some help figuring out where I want/need to go with automating procurement and I want someone unbiased. So I think NASPO or NIGP, right? They are our State’s go to place for public procurement guidance and training. Now NASPO doesn’t have a ‘consulting’ arm but NIGP does! So let’s go […]

Supply Chains are indeed the ties that bind us all in a global economy

March 12, 2011

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Last June 23rd I can vividly recall the feelings I had when while sitting at my desk, our region was struck by what turned out to be a 5.0 magnitude earthquake.  With the epicenter a mere 25 kilometers from my office, the rolling build-up and corresponding shaking, was tantamount to a jet airplane flying through […]

The Paucity of suppliers bidding on City of Ottawa contracts is a symptom of a much larger problem

December 4, 2009

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It would be difficult for me to actually provide a number relative to how many times I have referenced the problems associated with what I refer to as an eroding supply based. Over the past few years, and more recently within the pages of this blog or on the virtual airwaves of the PI Window […]

Kraft Buys Into the Mirage of Vendor Rationalization (REVISITED)

September 9, 2009

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How does a vendor rationalization strategy still make sense in a post-pandemic world?

Buy American: Establishing Artificial Boundaries or Removing Unwanted Barriers?

September 6, 2009

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“This idea of international free trade is a fallacy. We don’t need free trade. We need smart trade . . . Even Canada is not truly a free trade partner. Their regulations require broadcasters use a specified percentage of Canadian-produced programming. That’s protectionism, and to deny it is to be the patsy to foreign governments […]

Will the Ghost of Harold Kutner Still Haunt the Corridors of the New GM?

August 11, 2009

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In a May 15th, 2000 Business Week article Harold Kutner was referred to as an “old school purchasing guy with a reputation for playing hardball with suppliers.” Amongst his heralded “accomplishments” at the time was the fact that he was the driving “force behind the auto industry’s first e-marketplace for car makers and parts suppliers” […]

Did an Anti-North American Sentiment and Arrogance Undermine Andersson’s Tenure at GM?

August 6, 2009

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On the August 11th PI Window on Business Show I will be talking with three time honoree as a Supply and Demand Chain Executive’s “Pros To Know,” and co-author of the book “Transform Your Supply Chain” Bill Michels, regarding General Motor’s precipitous fall in relation to their supply chain strategy. Like previous segments, I spend […]

PI Window on Business Welcomes Author and Distinguished Supply Chain Expert Bill Michels to Discuss GM’s Hard Learned Lessons

July 24, 2009

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In my July 10th post titled “Today’s PI Window on Business Show on Contracting Challenges Drives Home The Lessons That GM Has Learned The Hard Way,” I had made several references to the observations expressed by ADR North America’s CEO Bill Michels. The “wreck” that is now the GM supply network, according to Michels was […]

Today’s PI Window on Business Show on Contracting Challenges Drives Home The Lessons That GM Has Learned The Hard Way!

July 10, 2009

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When it rains, it pours! Wednesday’s post pertaining to the folly of the new Procter & Gamble “Preferred Vendor” strategy was the epitome of the “when will they ever learn” axiom as companies that should know better continue to make the same mistakes.  Specifically, seeking quick savings through the silver or lead mindset that is […]

Oracle launches sourcing software on demand: Why market adaptability may ultimately derail the transition (Part 2)

April 14, 2009

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“Recognizing that adoption or end-user compliance is one of the main barriers to a successful program, the ability for project champions to leverage user comfort with known applications such as Excel to access certain functions within the SAP architecture could stimulate stakeholder buy-in, at least internally. By promoting the utilization of SAP through a familiar, […]