How can mining supply chain professionals devote more time to strategic planning and supplier relationships?
Mining procurement often involves a race against time to get hold of
urgently-needed parts. Despite centralised supply functions, standardised
equipment, preferred supplier lists and purchase categorisation, sourcing often remains reactive rather than strategic.
Author Mark Woods, of KPMG in Canada, argues that greater monitoring of
procurement activities, closer supplier relationships, and rigorous master data
management can build more value and reliability into the supply chain.
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