Thinking from one process to the next one, from suppliers through value chains to clients, with many facets and challenges. A general understanding of your own strategy, its key figures and the art of continuously asking “Why is that so?”
Supply thinking is closely linked to lean management, relationship management to suppliers and value flow observation. Launching the process from your own rows not only requires specialist knowledge of common concepts and models, but also courage to interfere with other areas.
When a purchaser becomes a supply manager the tough negotiator transforms into a querying facilitator who changes processes, makes agreements and buffers the challenge of constant change with good risk management. A pathway from specialist to generalist, from negotiator to facilitator, from purchaser to process cost responsibility. CAPEX, OPEX and Total Cost of Ownership demand in-depth knowledge of finance as well as skills in communicating causes and chains of effect.