Most reshoring efforts stall before sourcing even starts. Teams jump into supplier searches with unclear requirements, inconsistent input from stakeholders, and a long list of “possible” suppliers. The result is predictable. Too many low-fit suppliers, slow response rates, and weeks of rework. Supplier discovery is…
Carrots, Sticks, and the Rule of Sevens: How Buyers and Sellers Should Sequence Negotiations In negotiations—whether you sit on the buy side or the sell side—we often hear the same shorthand: carrots and sticks. Carrots are the incentives. The benefits. The value that makes a deal…
Strategic sourcing gets overcomplicated. Most teams treat it like a long checklist with dozens of steps. That’s not the problem. The real issue is losing focus on what actually drives results. At its core, strategic sourcing is simple. It’s a project to improve cost, reduce supply risk, and align suppliers with your business…
More and more procurement teams are moving quickly to implement AI agents. The tools look capable, and the pressure to automate is real. But most failures come from a simple mistake – they choose the wrong AI execution model for the work. You have three options for applying…
Procurement teams are not struggling with access to AI. They are struggling with how to use it in a way that delivers real outcomes. These are the five patterns that when applied, start to change how work gets done. 1. Stop treating AI like a…
Artificial intelligence is rapidly becoming part of the negotiation landscape. Buyers and sellers are experimenting with AI tools to analyze data, draft questions, prepare talking points, and even simulate negotiation scenarios. That’s the opportunity — and the risk. AI doesn’t replace judgment. It amplifies whatever…
Matt Shumer’s recent essay — a deep, thoughtful piece well worth the time — argues that AI isn’t evolving gradually — it’s accelerating rapidly and beginning to replace complex cognitive work, not just automate routine tasks.📖 Read the essay here → His core message: most…
Many manufacturers say they want to reshore. They run the analysis, align on the strategy, and target Mexico or the U.S. as alternatives to Asia. Then progress slows. Most teams assume that if capable suppliers exist, they can find them quickly. They believe a web…
Capital projects carry high stakes. They consume large budgets. They affect capacity. They influence customer commitments. And once work starts, reversing a bad decision is expensive. Many capital project failures do not start in the field. They start in the contract. If you want fewer surprises, focus on three contract…
I’ve been using AI almost every day for the past two years, and here’s the truth: in the beginning, it felt a lot like managing a brand-new intern—AI was full of enthusiasm, eager to help, but with very little wisdom. Back then, when I asked AI to complete a task, the results were maybe…