Influence and persuasion have become essential competencies for procurement and supply chain managers and professionals. Whether it is leading a new sourcing initiative, trying to maximize compliance with existing supply agreements, or driving organizational change around a new supplier relationship management program, the ability to persuade and to build and maintain alignment amongst internal stakeholders is critical.
Moreover, with much of the low-hanging fruit available through traditional competitive bidding already picked, and as the need to reduce supply chain risk and foster innovation with suppliers rise to the top of the procurement agenda, influence has also become an indispensable strategy and skill for external negotiations with suppliers.
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