Inside Supply Management Magazine

January/February 2022

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January/February 2022

Cover Story

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    January 1, 2022
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    Where Are We Now?

    As the coronavirus pandemic continues to have no end in sight, supply management organizations are still grappling with its impacts — and face a different world that requires greater risk management.
    Robert Handfield, Ph.D.

Featured Content

  • January 1, 2022
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    Lessons Learned and Corners Turned

    Although humbled by the coronavirus pandemic, supply chains helped keep the U.S. and global economies afloat — and should become a "differentiator" as bottlenecks ease and sourcing strategies are refined.
    Dan Zeiger
  • January 1, 2022
    Member Only

    The Inflation Game, 2022: The High Cost of Buying In

    With no leverage and "nowhere to turn" for prices relief, procurement and logistics professionals play the hands they’re dealt and pay whatever it takes to ensure supply.
    Dan Zeiger
  • January 1, 2022
    Member Only

    An Opportune Push for Supplier Diversity

    The coronavirus pandemic’s impacts on supply chains are highlighting the value — from flexibility to innovation — that diverse-owned businesses can offer.
    Sue Doerfler

Economics

Departments

Columns

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January 1, 2022
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Rebalancing Should Provide Glue for Fragile Supply Networks

Two years into a global pandemic, what have we learned about the performance of global supply chains? We know supply networks were designed for efficiency, especially cost efficiency. But we have learned that these networks are fragile and prone to disruption. This fragility has two sources.
Thomas W. Derry
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January 1, 2022
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Perspectives

Stakeholder engagement has long been a mission of procurement professionals, many of whom are requesting — even demanding — to be included early on projects. This extra time has become a necessity in efficiently pushing projects forward. Now more than ever, working together is key.
Barb Sexton, GBA
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January 1, 2022
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Engaging Leaders Through an Executive Council

When ISM—Pittsburgh conducted a survey in 2015, the Institute for Supply Management® (ISM®) affiliate found that its members felt the group wasn’t in tune with senior supply management leadership. Among the comments supporting the claim: Local supply management leaders weren’t accessible through the affiliate (now called a chapter), which wasn’t well-versed on those leaders’ visions and challenges.
Lisa Romango, Jim Baehr
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January 1, 2022
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Knowledge Built Through Experience and Peers

Kelly Green, CPSM: Retired supply chain executive officer; now a part-time independent consultant. I spent 45 years in supply management, holding positions in various companies and government entities.
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January 1, 2022
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What the Great Resignation Means for Procurement

If your organization’s talent acquisition team seems a little frenzied, that’s because it’s likely dealing with a historic phenomenon dubbed the Great Resignation.
Naseem Malik, CPSM
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January 1, 2022
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Value Creation Through Category Management

With its category management strategy in place, it’s time for an organization to monitor and measure the benefits and identify opportunities for improvement. For long-term success, the category strategy must remain aligned with business objectives and supplier marketplace dynamics. This requires regular reevaluation.
CAPS Research
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January 1, 2022
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Applying Balance of Trade to Supply Management

As part of the continuing quest to add value, supply management professionals are encouraged to view suppliers not only as valuable providers of products, services and capabilities, but also as potential customers. For many organizations, suppliers and their employees can make up a significant customer population.
Nikhil Parva, Tobias Schoenherr, Ph.D.

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