McKinsey Quarterly is the business journal of McKinsey & Company.
August 2009
To get the most out of the purchasing function, public institutions should gain a consolidated view of purchasing spend, set high aspirations for change, streamline buying processes, and strengthen the purchasing organization.
July 2008
Top companies regard climate change as an opportunity to get closer to suppliers—effectively reducing both costs and carbon in their supply chains.
June 2008
Investment in capital projects is rising. First-rate contracting will help companies to get a significant leg up on their rivals.
May 2008
The chief purchasing officer of Lenovo explains how he helped to create the operational basis for its continuing evolution from a Chinese powerhouse into a global one.
November 2007
To get the most out of the purchasing function, top-performing companies redefine its role and ensure that its goals align with corporate strategy.
February 2007
Better purchasing can be beneficial in surprising ways, some far removed from purchasing itself.
September 2006
Dividing IT into demand and supply organizations helps companies realize the full potential of their IT investments.
June 2006
Companies that source goods from China must overcome several challenges to realize the opportunity in full.
December 2004
Three issues hold the key to working successfully with Chinese suppliers.
Political sensitivities may slow the trend but won’t stop it in the longer run.
Lu Guanqiu, the founder of China’s third-largest private company, discusses the future of China’s automotive industry.
November 2004
To cut real-estate expenses, corporations must learn to calculate their true occupancy cost and to measure their performance.
November 2003
Districts that improve their purchasing processes can capture significant savings.
New software can provide procurement managers with more information about their operations but can’t overcome flawed processes.
August 2003
Auto suppliers understand exactly what steps to take to improve procurement but thus far haven’t executed them.
May 2003
IT procurement must be a capability, not a mere exercise in cutting deals.
February 1998
Savings can amount to half the acquisition premium. Ensuring that reduced costs actually get to the bottom line can be as challenging as mining for gold. Five mistakes to avoid.
May 1997
The objective must shift from cost to competitive advantage. Half your purchasing group may need to be replaced. Operating at the hub of a supplier network.
Manufacturers’ ultimate goal should be “virtual vertical integration” — a degree of collaboration with suppliers that enables them to enjoy the advantages of an integrated company. In the process, they lose the drawbacks of high capital exposure and the possibly inferior performance of areas of the business outside their core expertise.
August 1993
Too long the “forgotten” function, purchasing can—with the right strategic approach—powerfully enhance a company’s economic performance.
JANUARY 2012
DECEMBER 2011
NOVEMBER 2011
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