Synopsis
Since the 1980's industrial buying has gone from getting three quotes and executing a three-part carbon paper Purchase Order typed on an IBM Selectric typewriter, to a sophisticated electronic environment where information is available at the buyer's computer command. With the introduction of ERP systems buyers can now assemble historical buy information, supplier history and performance, develop RFPs, RFQs and enable reverse auctions. Electronically, buyers can exchange offers with suppliers and transmit Purchase Orders via EDI. Procurement is now taught at the undergraduate and graduate levels as part of Supply Chain Management programs at universities around the world. Students emerging from graduate programs are more strategic thinkers and have a much broader understanding of business as ecosystems.Sellers are also getting more sophisticated. By doing online research, they have a much better understanding of their competition and of their company. They can quote from your annual report and cite your CEO's direction for the near future. Through email they may be talking to many other people in the company, selling to the business and bypassing Purchasing like never before. They too, are better educated and sell value-based solutions. Gone are the days of taking buyers to lunch and expecting a purchase order in return.And finally, deals have changed. Today, deals are rarely about just one price for one product. Buyers now find themselves buying products and services that include software, maintenance agreements, training, field service, supplier-managed inventory and a host of other things. Requirements are based on tight forecasts, Sales and Operations Planning (S&OP), and Lean principles. Buys are likely to be international, whether the buyer is purchasing from a local distributor or buying directly from overseas. Internal buying is complicated by currency, culture, communications and global time zones. All of this means more complexity in every buy as well as many new opportunities for far better negotiations. This book is written by two people with 50 plus years of experience on both the buy and sell sides of deals. The benefit to readers is an understanding of holistic thinking and analysis based on multiple internal customer needs on the buy side and multiple stakeholders on the sales side.
About the Author
Rosemary Coates is the Think! Inc. Procurement Practice Leader and President of Blue Silk Consulting, a Global Supply Chain consulting firm. She is the author of 2 books: "42 Rules for Sourcing and Manufacturing in China" (an Amazon.com Top Seller) and "42 Rules for Superior Field Service" (released Spring 2013). She earned a BS in Business Logistics at Arizona State University and an MBA from the University of San Diego. Ms. Coates lives in Silicon Valley and has worked with over 80 clients worldwide. She is on the Board of Directors of the University of San Diego Supply Chain Management Institute. She is also an Expert Witness for legal cases involving global supply chain matters. Brian Dietmeyer is President and CEO of Think! Inc., a global strategic negotiation consultancy. Think! Inc.'s insight has resulted in several client return on investment analyses of over 200 percent in a less than 12-month period. Mr. Dietmeyer has nearly 25 years of leadership experience in sales, marketing and strategic planning. He is also a sought-after speaker and columnist, author of two books: "B2B Street Fighting" and "Strategic Negotiation," and founder of Think! Inc. with Dr. Max Bazerman, executive committee member of the Harvard Project on Negotiation. Dr. Bazerman created the concept of MEOs after observing thousands of deals in 25 different countries.
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