Anyone in the business of manufacturing automobiles, trucks and automotive components back in the tumultuous years of 2008 and 2009 might be tempted to put their metaphorical transmission into neutral, reveling just a little bit in the success that surrounds an industry that is experiencing something akin to a rebirth. But as sweet as that might seem in the short term, there are significant challenges facing automotive suppliers despite the improving production outlook.

After demonstrating significant success with lean manufacturing, Johnson & Johnson decided to apply lean principles for reducing waste to its supply chain.

An important first step in building a strategic supply management organization is developing solid business-unit relationships. But how many are taking the next steps and asking internal stakeholders pointed, detailed questions about how well the supply management team is meeting their needs?

By 2025, annual consumption in emerging markets will reach $30tr - the biggest growth opportunity in the history of capitalism. To compete for the prize, companies must be disciplined.

On July 25th Lenovo, a Chinese computer firm, announced a deal to sponsor the National Football League. The PC maker has come a long way since 1984, when it was founded by 11 engineers at the Chinese Academy of Sciences who wanted to supplement their meager stipends.

The savings that can be retrieved by automating and rationalizing approval and purchasing processes in small and mid-sized companies are palpable. A 2009 Aberdeen Group study estimated that "improving the percentage of all non-payroll, tax, tariff and fee-related spend" - that is, indirect, nonstrategic expenses - brought under the management of a dedicated group can help enterprises "achieve a 5% to 20% cost savings for each dollar brought under spend management".