Seven-Star Purchasing-- Beyond the World Class Paradigm--CATTAN Whitepaper
Transcript of Seven-Star Purchasing-- Beyond the World Class Paradigm--CATTAN Whitepaper
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SEVEN-STAR PURCHASING
BEYOND THE
WORLDCLASS
PARADIGM
By Thomas L. Tanel, C.P.M., CTL ,CCA, CISCM, President & CEO
and Loran K. Boenig, CIPME, COO & Treasurer
2009 CATTAN Services Group, Inc.
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INTRODUCTION
This whitepaper describes Seven-Star Purchasing: Beyond the World Class Paradigm,
encouraging purchasing and supply management professionals to move these organizational
functions toward seven critical areas of excellence. Though we recognize that someorganizations, including public sector, governmental agencies, notforprofit institutions, and
nongovernmental agencies, are bound by unique regulatory and legislative requirements, they
nevertheless can profit by some of the approaches proposed here.
BEYOND THEBUZZWORDS ANDBACK TO THEBASICS
We have observed a fairly disturbing trend: Many organizations are heavily engaged in
reengineering or change management efforts that are focused on best practices, benchmarking,
balanced scorecards, metrics and KPIs, etc. in order to become agile, customer-relationship-
centered, world class entities. Additionally, many young professionals are learning purchasing
based primarily on the use of their organizations resident computer systems and software
rather than learning the basics of the purchase process itself. While these may be useful tools,
they are no substitutes for the logical processes and foundational principles they execute.
Without knowing how and why these tools work, the purchasing professional is reduced to
wooden puppetry, unable to respond with the intelligence and self-directed agility needed to
cope with todays challenging purchasing environment.
Such fad-oriented tools and techniques may be based on good intentions, but they are
undoubtedly of more benefit to the self-labeled gurus, evangelists, masters, and thought leaders
who generate and publicize them. We need to get beyond the buzzwords and back to thebasics. In reality, the purchasing profession, which we call ours, is not a simplistic craft or a job,
nor is it grounded on the latest techno-babble. It is a blend of both art and science. At its best, it
is based on fundamental facts, application of the basics, and good practices rather than on
elusive jargon, formulaic processes, or canned computer software magic. While never losing
sight of its foundation, sound purchasing keeps a skeptical eye on the latest fad, hype, trend, or
new practice before implementing it.
In truth, the concepts of structuring supplier relationships, vendor managed inventory, conflict
resolution, risk management, SOW and specification development, teamwork, total cost of
ownership, and cost targeting are not new ideas. Rather than representing a new paradigm,
they are tried-and-true areas of excellence that have long been driving forces in the purchasing
and supply management field . Sometimes, its easy to get lost in the intricacies of aiming while
losing sight of the target. In an attempt to move to a world class mode, many companies
focus on the technicalities of achieving the paradigm in lieu of achieving the true goal: to master
the basic processes that will produce excellence in the end result.
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Dont be fooled. You may be tempted to make the kind of mistake being made by so many
purchasing and supply management professionals todaythinking that the more traditional
purchasing skills they have honed in the past are no longer needed. Ironically, forgetting the
basics can make them more vulnerable to purchasing cut-backs, job attrition, or downsizing
efforts in organizations that increasingly rely on automated systems to do their thinking forthem. Even more ironically, it is not a computerized system or a fancy buzzword but the well-
grounded purchasing professional who has the flexibility to be truly responsive to an ever-
evolving supply management environment.
So lets get back to rediscovering and perfecting the basics, what we call the Seven-Star
Purchasing Areas of Excellence:
SEVEN-STAR PURCHASINGAREAS OF EXCELLENCE
1. Think strategically about how to add value.2. Encourage training and development of purchasing personnel.3. Use cost-price analytics and techniques.4. Develop structured supplier relationships for your commodity/service group.
5. Advance your communication and negotiation skills.6. Cultivate inbound freight control opportunities.7. Focus on enhancing the contracting process.
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1. Think strategically about how to add value.This strategicarea includes selling the importance of Purchasing, Procurement, and Supply
Management to the C-level (CEO, COO, CFO) executives responsible for strategy
involvement. If purchasing cannot prove it is adding value to the organization, the functionmy face outsourcing or elimination or downsizing. According to the Center for Advanced
Purchasing Studies Report on CEOs/Presidents Perceptions of the Purchasing Function, the
problems that purchasing has to deal with are these:
Many firms feel their purchasing and procurement function is not very effective. In the eyes of many CEOs and presidents, purchasing is not a major contributor in most
business decision making.
It follows that there are two possible reasons why the purchasing and supply management
profession today does not command higher, value-added respect by an organizations C-
level management: Purchasing is actually not adding much value to the bottom line. The purchasing department is indeed adding value, but it is not communicating it in a
manner readily understood by senior management.
Without knowing what performance measures or metrics to use, how can you help C-level
(CEO, COO, CFO) executives understand how the function is adding value? How do you
know whether you are doing a good job if you dont know where you began versus where
you are now? Therefore, every purchasing executive should have a set of key metrics or
Key Performance Indicators (KPIs) for their organization.
Each metric or KPI should have pre-established targets, which may be subject to change
along with the performance evaluation needs of the department. Metric or KPI
development is an ongoing process that should be improved continually. It depends
heavily on the strategic information available on your computer system as well as data
governance issues such as enterprise-wide data naming conventions and standards; data
quality, availability, timeliness, latency; and spend management information. Without KPIs
or other established metrics, you will find it challenging to document the data and
demonstrate to upper management the improvements purchasing has madeand can
maketo the organizations bottom line.
2. Encourage training and development of purchasing personnel.Purchasing executives must be a combination of talent scout and mentor, with a passion for
seeking out raw talent and developing it into strong, qualified, well trained, functional
personnel. Such development should cover core supply chain content knowledge and
process skills as well as the interpersonal skills needed to operate in a cross-functional team
environment.
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3. Use cost-price analytics and techniques.This requires an understanding of the global economy, such as marketplace infrastructures,
supply chain requirements, logistical channels, and total landed costs. Specifically, this area
emphasizes the following factors:
The market determines the selling price. Prices fluctuateboth up and down. Prices have a tendency to react faster to upward pressures than to downward pressures. Downward pressures include lack of customers, vigorous competition, and insufficient
total demand.
The buyer needs to understand the difference between price and cost. The knowledge of prices and costs is a powerful tool in negotiations when determining
what something should cost.
The buyer must ensure that the prices offered are fair, reasonable, and affordable.Purchasing management makes significant contributions to the control of vital
organizational resources, and the quality of these contributions greatly impacts theorganizations financial condition. Therefore, there should be mutual objectives existing for
both finance/accounting and purchasing/procurement, the goal of which is to optimize
organizational operations by:
Minimizing costs Maximizing profit or revenue Maximizing the value of the organizationPurchasing and procurement can significantly affect the organizations ability to control
costs and thereby improve profitabilitymuch more so than you might expect. For
example, lets assume your organization makes a 5% net profit after taxes. To produce this
level of profitability, lets compare what it would take for purchasing to produce such
results versus the equivalent profitability generated through marketing or sales:
SSAAVVIINNGGSS TTHHRROOUUGGHHPPUURRCCHHAASSIINNGG EEQQUUAALLSSSSAALLEESS OOFF::
$10,000 $200,000
$100,000 $2,000,000
$1,000,000 $20,000,000
Clearly, effective purchasing can have a profound effect on the bottom line. This oftenoverlooked source of profitability is ripe for exploration by many companies who have long
emphasized their sales as the primary vehicle for fiscal strength. With the current state of
the economy and its negative ramifications in the marketplace, purchasings cost-price
analytics should be employed with even more fervor than ever to eke out elusive
profitability.
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Alliances
Partners
Suppliers/Contractors
Vendors
4. Develop structured supplier relationships for your commodity/service group.Suppliers play a critical role in the success of an
organizations operations. However, different suppliers
require different management techniques. A
stratification of the supply base not only identifiesthe depth of your relationship with the supplier
but assists purchasing and supply management
in utilizing its resources effectively during its
management of the supply base.
Normally, most organizations will
categorize the supply base
relationship into four tiers:
These tiers will formally define the level of your relationship with the supplier, determinetypes and frequency of formal communications, and outline the overall program
management structure. Here is a description of the 4 tier-based system:
VVEENNDDOORRSSSSUUPPPPLLIIEERRSS OORR
CCOONNTTRRAACCTTOORRSSPPAARRTTNNEERRSS AALLLLIIAANNCCEESS
Little or nodifferentiation inproducts or
services
Focus on lowestprice
Transactionalbusiness
relationship
No contractterm commitment
As needed
Spot-typepurchases
Superiorperformance onquality and delivery
Corporatelycontracted but non-
exclusive
Specific, available,off-the-shelf products
or standard type
services
Multi-product/service
offering ability
Trust has to beearned
Seeking longerterm relationship;
usually contracting
for 6 months to a year
Mutuallyadvantageous to bothparties
Boundedrelationship
Focused interactionand significant value-
added
Negotiated formulatype pricing
Established level oftrust
Sharing &exchange of abilities
and ideas
Multi-year contractin place of 1-3 years
or evergreen contract
Mutual dependencebeyond supply &technology
Unboundedopenrelationship
Broader businessoperating arena
Total landed cost Unique
commitments
Joint long-termbroad-based planningfor the most complex of
relationships
Multi-year contractin place of 4-5+ years
SUPPLYBASERELATIONSHIPCRITERIA
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To achieve excellence in this area effectively, most organizations have gone through a
strategic sourcing program that allows them to focus on their most important structured
supplier relationships. A good rule of thumb is that approximately 5-20% of your supplier
base will account for 70-85% of your organizations purchase spend, which accounts for 10-
25% of the materials and services that you procure on an annual basis.
Strategic sourcing is itself a benchmark. It relates to getting the best products and services
at the best value and lowest overall cost. It is designed to segment external spend and
ensure that procurement resources are focused on the most important sourcing purchase
categories. What sets strategic sourcing apart is its continuous attention to improving and
re-evaluating the purchasing activities of a company, thus enabling organizations to adapt
to changing market forces.
The structuring of supplier relationships also depends on the sourcing group strategy
chosen. The first step is to place your types of sourcing into strategic categories:
Category 1Non-critical:Usually, indirect materials and services, standard off-the-shelf items, and MRO-type
items
Category 2Leverage:Usually, components, parts, and raw materials that enter into the composition of the end
product
Category 3Bottleneck:Usually, a one-time purchase of fixed assets, capital equipment, facilities, or technology
Category 4Strategic:Usually, high spend-type services like security, travel, maintenance, transportation,
engineering, etc.
Remember that supply market characteristics and commodity/service importance can drive
your procurement strategies as well as being a strategic component used to drive maximum
organizational competitive advantage.
The following model can help you visualize what type of impact these purchasing
categories can have on your business in relation to market complexity and can assist you in
procuring specific goods and services:
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For example, in this Purchase Category Assessment Positioning Grid, you can see, based on
each categorys business impact and each categorys supply market complexity, that
Category 4Strategic should be your highest priority. Therefore, using the purchasing
strategic relationships of alliance or partnering in conjunction with global sourcing, you will
be most apt to achieve purchasing excellence for your organization. Applying this logic to
the remainder of the grid should help you determine progressively those areas that demand
your attention most.
PURCHASECATEGORYASSESSMENT
PPUURRCCHHAASSEECCAATTEEGGOORRYYAASSSSEESSSSMMEENNTTPPOOSSIITTIIOONNIINNGGGGRRIIDD
LEVERAGE
CATEGORY 2
Supplier consolidation
Volume leveraging
STRATEGIC
CATEGORY 4
Strategic relationship
Global sourcing
NON-CRITICAL
CATEGORY 1
Best price evaluation
Volume leveraging
BOTTLENECK
CATEGORY 3
Process improvement
Process redesign
HHIIGGHHCategorys Supply Market Complexity
CategorysBusinessImpact
HHIIGGHH
LLOOWW
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5. Advance your communication and negotiation skills.With so much procurement taking place on a global level, one needs to hone the ability to
negotiate effectively, especially across international boundaries. In short, a cross-cultural
negotiator has to be a good communicator. It may sound obvious, but communicationimpacts everyone and has a profound influence on how we act and respond. It is the way
people create, send, process, and interpret information.
Once negotiators establish cross cultural rapport, barriers disappear, trust grows, and an
exchange of information follows. This means negotiators must be aware of:
Their own culture The recipients culture The expectations surrounding the situation at handTo function successfully in a variegated worldreflecting multi-national, multi-ethnic,
multi-environment, and multi-functional factorsyou should strive to be as comfortabledoing business internationally with your global colleagues as you are at home. Even the
most successful native negotiator will need to keep abreast of ever-evolving cultural
influences as he inevitably ventures into the realm of foreign negotiations.
The study of paralanguage (also known as paralinguistics), which focuses on the verbal
aspect of communication, opens up the most direct avenue of understanding other cultures
which may have been elusive to us in the past.
Beyond paralanguage, studies also show that we are more comfortable with certain cultures
and have an easier time establishing rapport there than we do in less familiar cultures.
Those cultures that are more difficult will require the negotiator to work harder to establish
rapport so that barriers disappear, trust grows, and an exchange of information flows freely.
It is therefore essential to become aware of key cultural variables that can affect the
communication process, thereby influencing perceptions during the negotiation process.
Negotiation can be considered a very specialized form of communication. More specifically,
it is:
A specialized process of communication called bargaining A mutual discussion and arrangement of the terms of a transaction or agreement The use of argumentation and persuasion to resolve issues in a business arrangement An attempt to find a win-win solution which will maximize the interest of both parties The application of facts and logic supported by the strengths of a bargaining position toachieve valid and necessary business objectives A give-and-get situation, where the purpose is to exchange a material, item, product, or
service for monies or value in order to reach agreement
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The successful negotiator deals most effectively when he/she has identified his/her strongest
points and uses them strategically. Here is the essence of the negotiation process:
THENEGOTIATION PROCESS
6. Cultivate inbound freight control opportunities.Management of the inbound freight function is one of the most overlooked areas for
significant cost reduction. Some estimates rate inbound freight costs as high as 35% of the
total logistics cost for many companies. Remember that any savings in inbound freight
costs can go directly to the bottom line. Most successful organizations who have paid
attention to inbound freight view inbound freight management as controlling their
inventory in transit.
Since your inventory is, in many cases, your largest asset, the management of this asset is
critical to your business success. The proper management of this function plays a key role
in achieving supply management inventory, productivity, and service goals. Inbound
freight involves the management and control of freight from domestic and offshoresuppliers, consolidation of vendor shipments, direct (drop) shipments to customers,
multiple shipping points, and warehouse cross dock opportunities for replenishment and
backorder processing.
Effectively controlling the inbound flow of materials/product to your organization is a
complicated process, and it is becoming more complex as customer demands increase in
terms of their expectations of service levels. As you begin to analyze your inbound freight
practices, you should establish objectives that will help guide your decision making process.
Objectives can be established in the following areas; among others:
Reduced freight costs and improved bottom line Improvement in on-time deliveries Reduction in purchasing lead times Fewer handlings and less damage Lower inventory levels and reduced carrying costs Providing maximum visibility into the receiving process Improvement in warehouse productivity Increased customer service
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7. Focus on enhancing the contracting process.Sometimes the most difficult part of the contracting process is knowing when you truly
have a contract and when you do not. There are a number of quasi-contractual situations
that have caught many purchasing professionals off guard and cost their organizations
dearly. Conducting the contracting process across international boundaries can complicatematters further.
For example, the UN Convention for International Sale of Goods (CISG) permits all types of
evidence, including that developed prior to, during, and subsequent to the formation of the
contract. Sometimes, international parties in a negotiation may be motivated to take your
discussions as offers. Under the CISG, there is no provision for preventing assertions that
contracts have been concluded solely on the basis of oral statements. The message to
purchasers is to maintain more copious records of all negotiations with international
suppliers in order to be able to come forth with complete evidence if called upon to interpret
a contract under the CISG. To avoid committing yourself, especially in international
settings, follow these guidelines:
Document your conversations. Conclude conversations with, You, of course, recognize that we do not have a contract
until .
Send a follow-up letter, facsimile, or e-mail that sets forth the precise status of yournegotiations.
The concept and design stage for your internal customer involves the introduction and
specification design of a product or a service project SOW, or it can involve an improvement
or modification made to an existing product or ongoing service. It is during this stage when
purchasing has the most impact on reducing costs.
There are plenty of acronyms to go around in the contracting process, and choosing the
right tool for the task at hand often proves perplexing to even seasoned purchasing
professionals. RFX, for example, is one of the most common acronyms in strategic sourcing
and procurement. It is a fill-in-the-blank type of reference. The RF represents Request
For and the X is just a placeholder for I, P, B, and/or Q. In other words, RFX is a term that
captures all references to RFI, RFP, RFQ, or RFB. The RFX process, for example, includes
Request for Information (RFI), Invitation for Bid (IFB), Invitation for Tender (IFT), Request
for Bid (RFB), Request for Quote or Quotation (RFQ), and Request for Proposal (RFP). Their
purpose is to provide a solicitation platform for a purchaser to gather information from
suppliers in various manners that will allow them to make educated decisions on whom topurchase from, which products or services to buy, and under what terms.
The goal of an effective RFX process is to deliver the greatest value to your organization
through a course of action that provides a true and solid means of obtaining information
from your supplier. It is a means of assembling all the information required to arrive at a
well-grounded conclusion. Without the ability to select and apply the correct RFX tool at
the correct time, the solicitation process can suffer timing setbacks, miscommunicated terms,
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and even the need for complete redefinitionall of which adversely affect the desired end
result.
Here is a snapshot way to determine what RFX formats to use in certain sourcing
conditions:
RFXFORMATS&SOURCING FACTORSCONDITIONS
SOURCING FACTOR
CONDITIONSRRFFII RRFFQQ RRFFBB//IIFFBB//IIFFTT RRFFPP
DEFINABLE OR
AVAILABLE
SPECIFICATIONS
ORREQUIREMENTS
Known and
unknown
Known off-the-
shelf goods and
standard services
Known goods and
services
Unknown detail,
providing the
what and why
AVAILABILITY OF
SUPPLIER
CAPABILITY OR
COMPETITIVE
SUPPLIERBASE
Known &
unknown;depends on
preferred or
approved supplier
lists
Known, usually
qualified supplierlist
Known &
unknown,depends on
preferred or
approved supplier
lists
Known, if RFI has
been used
USER OR INTERNAL
CUSTOMER
COLLABORATION
Encouraged by
early purchasing
involvement
Completed, off the
shelf goods or
standard type
services
Usually completed Required through
early purchasing
interaction
LEVEL OF SUPPLIER
COLLABORATION
OR
COMMERCIALLY
ATTRACTIVE
Encouraged by
early supplier orvendor
involvement
Completed since it
is commerciallyattractive
Completed since it
is commerciallyattractive
Required through
supplier andvendor value
proposition
analysis
NEED FOR
DETAILED PRICING
INFORMATION
No, but standard
pricing acceptable
Yes, based on
trade
custom/practice
Yes, based on your
bid/tender
guidelines
Yes or no,
according to RFP
format
POTENTIAL
SAVINGS
OPPORTUNITIES
Low potential Low potential, but
possibly
negotiable
It depends if
sealed bid or
subject to BAFO
Very high,
depending on
spend category
INHERENT
SOURCING RISKLow risk Low to medium
riskMedium risk,more so if sole
source
High risk
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Though each type of RFX has a unique function and place in the solicitation process, it is
amazing how few purchasing professionals know when and how to apply them accurately.
So one of the first challenges to achieving excellence is learning how to make the most of
these tools in the appropriate context. Your sophisticated suppliers will know the
difference, and so should you!
In todays litigious and competitive business world it is also important for contracts to
reflect accurately the rights and obligations of the parties. Increasingly, purchasing
departments and purchasing professionals are being held responsible for assuring that
appropriate language is included in contracts to ensure that the purchaser obtains the goods
and services desired at a fair price and their interests are appropriately protected.
Why have contracts?
To obtain needed goods and services on schedule To create a meaningful relationship between parties
Agreements define rights and obligations Breaches have legal consequences
To create a lasting relationship between parties Contracts are documents that memorialize agreement about the relationship They enable separation of formation and performance
Contracts are risk management toolsAnd lets not forget that the primary purpose of a contract is to obtain goods or serviceson
schedule. As such, the most constructive way to resolve contractual difficulties is through
the negotiation process.
To create sound contracts, though, purchasing personnel have to go beyond the negotiation
process. They cannot rely on busy legal staff to review all their actions; rather, they must
understand the laws and business environments relating to the contract and know when to
seek additional legal advice.
Purchasing provides the most value when it anticipates events and mitigates loss and risk.
When negotiating contracts, the parties try to anticipate likely and unlikely situations that
may arise and provide for their solutions. When this fails, parties often resort to formal
dispute resolution methods such as litigation or arbitration. It is therefore critical for
purchasing personnel to become actively involved in avoiding contractual problems and
resolving legal and business disagreements early in the process, limiting or eliminating the
subsequent need to resort to formal dispute resolution or claims in a court of law.
Essentially, as a purchasing professional, your role in creating contracts is twofold:
1. Make sure that what the internal customer or user wants is in the contract.2. Make sure that the contract contains the necessary clauses for the type of purchase at
hand.
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WHYSEVEN-STARPURCHASINGMAKES SENSE FORYOURIGHTNOW
CPO Priorities, a report by Aberdeen Research Group, shows a marked acceleration in the
significance of procurement's current role. Although it remains the extreme exception for
procurement to be considered the leading competency of an enterprise, 89% of the surveyrespondents indicated that the procurement function has grown more strategic over the past
three years. Procurement's continued stride forward is also evidenced by the fact that nearly a
fifth of all Chief Purchasing/Procurement Officers (CPOs) now report directly to the president
or CEO of their organization. More than ever before, purchasing managers are seen as needing
an increasing array of tools and best practices that can be leveraged to reduce costs and
increase procurement effectiveness.
According to another new study sponsored by KPMG International,Beyond Purchasing: Next
Steps for the Procurement Profession, procurement management has taken on an increasingly
strategic and important role at many companies, but in many respects still has a long way to go
to reach maximum performance. The report, based on surveys of nearly 600 companyexecutives from across the globe, was conducted by the Economist Intelligence Unit. A full 74%
of respondents consider purchasing/procurement performance to be either high or very
high on the corporate priority listperhaps not surprising in a period of rapidly rising
commodity-related costs, but also undoubtedly reflective of a growing appreciation for the role
that purchasing/procurement can play in improving the supply chain and bottom line.
Why is this important to you? As we move into a new era of great expectations for the
purchasing and supply management executive, each of the Seven-Star Purchasing Areas of
Excellence will represent areas that need to be handledand handled wellby tomorrow's
purchasing and supply management functions. Keeping up with the fads simply wont keep
you competitive: Perfecting the basics will.
Please note that the Seven-Star Purchasing Areas of Excellence presented in this whitepaper
are prescriptive rather than diagnostic. Our goal is to provide you with a catalyst for ongoing
discussion about identifying your top improvement opportunities. With a plethora of
distracting tips, techniques, and technologies competing for your attention, its all too easy to
overlook the less glamorous fundamentals, those that may be considered pass but will
nevertheless provide you with the surest foundation for achieving purchasing excellence and
corporate profitability. Amid the critical challenges, talent shortages, tightening constraints,
cloudy strategies, and ever-increasing pace of todays purchasing environment, we urge you to
focus first on what is vital. Acquiring skills relating to the Seven-Star Purchasing Areas of
Excellenceand being able to use them with agilitywill ultimately yield the greatest possibleROI for you and your organization.
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ABOUTUS
CATTANSERVICESGROUP,INC.
CATTAN is a consulting and training firm specializing in
supply chain management. Our success is based primarily on
the high level functional expertise of our staff. We offer our
clients value through a very unique combination of advanced
degrees and certifications as well as line, staff, and consulting
experience, thereby providing a unique blend of theoretical
values mixed with firing line, hands-on experience to ensure
bottom-line results. We are also dedicated to bringing you
the highest quality executive management and professional
development educational programs available, staying abreast
of leading edge trends and best practices for those processes,
systems, methodologies, and technologies that can have aprofound impact on the supply and demand chain as it
applies to your operation. Simply put, we practice what we
teach. To find out more about how we can be of assistance,
contact us at www.cattan.com.