Many leading corporations have sophisticated supplier diversity programs. These exist when there is strong support from visionary senior managers who see the strategic advantage of ensuring long-term supply chain excellence. In the absence of such vision, the focus is on the next quarterly accounting report. In that context, the procurement function is judged on achievement of short-term savings, and the supplier diversity function is dismissed as superfluous and a target for budget cuts. In this article, we show that the proper role of supplier diversity professionals is to increase the competitive advantage that results from cogent outsourcing.
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Article orginally from: MBN USA