Cover -- How purchasing became a strategic function: from purchasing to external resources management -- Supply resource management: Salomon and his network of subcontractors in Romania -- How purchasing managers can benefit from new opportunities -- Geopolitics: a new field of expertise for...

It seems that manufacturers are increasingly accepting that the focus in today’s market is innovation; products that clearly differentiate themselves from others while also being affordable, reliable, and early to market. Moreover, there is a realisation that past initiatives aimed solely at...

It appears that many companies, including SMEs, are increasingly accepting the strategic importance of product lifecycle management (PLM) technologies. These companies now recognize that their most valuable asset is the wealth of information about their products, and that PLM forms the product...

Purpose – This paper presents an augmented subjective risk management process that can partially solve the problem of inconsistent results in qualitative risk management. Note that “subjective” in this context is to separate this risk management process from the purely statistical risk...

Purpose – The purpose of this article is to provide an interview with the Director of Product Management at LogiXML. Design/methodology/approach – The article is an interview with David Abramson. Findings – The interview highlights that, in the past, reporting and business intelligence...

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments...

The planning stage in start‐ups still typically overlooks the importance of organizational capability. Yet experience shows that this frequently leads to operations and maintenance problems that can threaten the viability of new capital projects. So what are the priorities? And how can...

Improving business performance often focuses on clearly articulated strategies, definite goals and structural change. However, even the best laid plans for change often fail to address that performance is inseparable from how an organization does what it does. Improved performance is impossible...