12-14 August 2002
Hilton, Durban, South Africa
Hilton, Durban, South Africa
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Early in my business career, I was advised that negotiation is a war and that it was prudent to adopt the attitude of kill or be killed. My primary responsibility was to seek the best deal for my company, and the most desirable negotiation approach was to put your foot on the windpipe of your adversary, easing up or down depending on the balance of the negotiation.
The aerospace industry is following in the footsteps of automotive manufacturing, says Mike Clifford
Gareth Jones warns against getting in a flap about proposals to change the procurement directives
We all know by now that cross-functional organisation is in and silos are out. At conferences and in journals, we are bombarded with explanations of why this is so and examples of good practice. In this paradigm, it is pretty evident that teams are the key. Why then are there so few good books on how to form and run teams?
This book makes a powerful case for balancing the new model of co-operative sourcing with the traditional model of competitive sourcing. With the help of a matrix, Laseter distinguishes between four distinctive purchasing approaches:
* Trust based partnerships - high commitment to a co-operative relationship, low commitment to competitive pricing;
* Trust based partnerships - high commitment to a co-operative relationship, low commitment to competitive pricing;