“ You need to accept that you won ’ t ever have 100 % support , and you need to accept that you cannot make decisions alone simply because you are the boss ”
— Rohit Darodkar , Global Procurement and Logistics Manager
open to new developments and offerings .” Reflecting on this not only enables the best value in product acquisition , but also ensures suppliers do not rest on their laurels when it comes to appealing to their own clients . He continues : “ The supply chain world is changing rapidly , sometimes unpredictably , in line with the market dynamics across many industries . All of these factors are being affected by rapid shifts in customer and consumer buying-behaviour . Many markets which used to be purely local or regional have now become global , as have the supply chains that serve them . As a supply chain leader , you need to focus on what lies ahead and , to some extent , be able to predict it . This can only be possible with a thorough understanding of market dynamics .
“ Another thing ,” Darodkar adds , “ is to be mindful of the professional relationship with vendors . You need to maintain the bond with them that their product is not only required but is at the heart of your operations . They need to know they are important to your organisation , that their quality is good and that you expect that quality to be maintained . You must set KPIs for that quality , for deliveries and so on , but it ’ s a two-way relationship . If you give freedom for them to set KPIs for you as well , such as sales targets ,
227 asia . businesschief . com