When it comes to managing spend and supplier relationships, defining MRO (Maintenance, Repair, and Operations) can get a little complicated. Traditionally, MRO includes all the goods and services required to keep a company running. As you might imagine, this varies dramatically from industry to industry and company to company.
Because MRO goods and services don't directly touch the product or customer, it's often a category of spend that gets overlooked by management and never gets the prioritization it deserves. This lack of strategy often leads to purchase decisions that are made in moments of need on the plant floor – or in other words, when production is at risk. Keeping production up and running is important, but doing so with tunnel vision leaves opportunities for further savings, improvement, and cost-reduction off the table.
Getting strategic about MRO is a massive opportunity for long-term savings, efficiency, and performance. Below, we scratch the surface with several insights that can help you become more informed and intentional about MRO and which are outlined in greater detail in the Tenzing eBook, 7 Key Insights Every CPO Should Know About MRO. Keep reading to get a taste of what working with MRO experts to define an MRO strategy can do for your company.
This content was published on November 13, 2018 on the SynerTrade blog
“Hooray! Change!” said absolutely no one ever.
We work in a time of rapid, disruptive change. Today’s innovation is tomorrow’s passé trend, and yesterday’s innovation is… well, who can remember yesterday?
Procurement is often in the driver’s seat for change management efforts, and we must deal with natural resistance to change as well as competition from other enterprise projects. The following obstacles are commonly – and uniquely – faced by procurement teams in the course of rolling out processes and technology:
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This content was published on October 29, 2018 on the ATSC Blog
It is a scary reality for companies with global raw material supply chains that the data does not always exist to verify the source of the metals they and their suppliers buy. We can invest in supply chain risk management and/or compliance solutions and regularly audit our supply chains, but reliable visibility remains elusive.
This is not just a challenge for small or growing companies. The firms named in the WSJ article include Fortune Global 500 regulars such as Apple, VW, and Samsung. If they cannot keep conflict minerals out of their high visibility supply chains, how can any company hope to?
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