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| List of figures and tables | |
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| Preface | |
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| No Company is an island | |
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| What is third-party? | |
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| Supply chains | |
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| Supply chain complexity | |
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| Know what your customers value | |
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| Remember the iceman | |
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| Your customer value proposition | |
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| Right first time | |
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| Indirect or back office expenditure | |
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| Direct expenditure | |
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| Enabling expenditure | |
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| Know your core | |
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| Activities in the supply chain | |
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| Core and non-core | |
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| Market capability | |
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| The models in action | |
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| Consequential supply chains | |
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| Handling the complexity | |
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| Supply chains across organizations | |
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| Marching to the same beat | |
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| What's the issue? We can all do procurement | |
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| We all love to buy | |
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| Deserve the suppliers you need | |
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| Bow ties and diamonds | |
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| The roles of the procurement department | |
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| Executive sponsorship and priorities | |
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| Fixing the compass | |
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| Your sponsorship | |
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| Cascading sponsorship | |
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| Strategy in context | |
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| Don't bother me with strategy, I don't have time | |
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| The value of strategy: the symphony orchestra | |
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| The case for strategy | |
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| Cascading strategies | |
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| Knowing what the business needs | |
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| It's never too early to know what you need | |
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| Articulating the need | |
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| Who needs blue sky? | |
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| Bringing suppliers into the mix | |
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| The complexities of needs statements | |
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| Picking the right suppliers | |
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| Your supply chain on the maturity curve | |
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| Understanding your spend | |
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| One size doesn't fit all | |
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| Alien tactics | |
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| Value | |
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| Category analysis | |
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| Category mapping | |
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| What the suppliers think of you | |
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| The secrets of sourcing | |
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| It's about more than the money | |
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| Requirements | |
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| Supply market distortion | |
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| Cost advantaged supply | |
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| Size matters, but careful what you measure | |
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| Sharing the pain in hard times | |
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| Don't be a shock absorber | |
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| When the going gets tough | |
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| Getting your own house in order | |
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| Avoiding the perils of outsourcing | |
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| Be careful of getting what you wish for | |
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| Back to the multinational | |
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| Getting to a relationship that worked | |
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| Corporate responsibility | |
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| Good corporate citizenship | |
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| Defining corporate responsibility | |
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| Differentiating corporate responsibility | |
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| A supply chain view | |
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| Health, safety and environment | |
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| Supplier diversity | |
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| Good procurement across the company | |
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| Corporate culture and procurement | |
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| Procurement proficiency | |
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| Becoming important to key suppliers | |
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| Get your lipstick on | |
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| Becoming important | |
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| Good relationships | |
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| Securing what you need | |
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| Complexity | |
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| Supplier management | |
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| Continuous improvement | |
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| Don't be fooled by mediocrity | |
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| Getting the organization on side | |
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| The same again but on steroids | |
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| Still on steroids, but this time more complex | |
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| The magic ingredients for continuous improvement | |
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| Reducing the total cost | |
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| Shrinking the pie | |
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| Total cost of ownership | |
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| Safeguarding value | |
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| Keeping procurement on the agenda | |
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| Proving the value (again) | |
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| Demonstrating value | |
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| Holding the gain | |
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| Extended enterprise | |
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| Mobilizing the whole organization | |
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| Total cost | |
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| Executive sponsorship | |
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| Glossary | |
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| References | |
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| Index | |