Supplier Negotiation Profitability: Skills, Tools, Training
Here are the facts: fifty-five percent of a typical company's revenue goes back out the door to suppliers. In some organizations the number is even higher.
And any savings from better supplier negotiations fall immediately to the corporate bottom line.
Today's emphasis on cost containment, global sourcing, outsourcing, strategic supplier partnerships, lean manufacturing, team purchasing, and expanded use of information technology in the purchasing function makes it critical to negotiate in new and different ways with suppliers.
Traditional purchasing models, which focus primarily on adversarial cost negotiation, don't work in this new environment. Negotiating With SuppliersTM does.
Tools for Improving Profits...and Competitiveness
Negotiating With SuppliersTM is a comprehensive system for improving supplier negotiation results and building better supplier relationships. It is built around a powerful, experiential learning approach that:
- Arms your team with easy-to-use planning tools to help them improve negotiation results;
- Builds "gut level" comprehension of key skills by immersing your team in engaging, powerful negotiation simulations;
- Builds competitive, collaborative, and creative negotiating skills;
- Provides an opportunity for participants to develop plans for applying new skills to actual negotiations inside and outside the company; and
- Features both core and follow-up training opportunities to ensure ongoing skill development and reinforcement.
Note: completion of Negotiating With SuppliersTM provides 16 hours toward re-certification of the Certified Purchasing Manager (CPM) or Accredited Purchasing Practitioner (APP) designation offered by the Institute for Supply Management (ISM).
Want Better, More Profitable Supplier Negotiations?
Negotiating With SuppliersTM equips your people with a powerful set of concepts, skills, and tools for negotiating more profitable relationships with suppliers, and improve teamwork within your organization.
