Future of Sourcing - Alignment http://futureofsourcing.com/tags/alignment en Get “360” Feedback from Key Suppliers, Partners and Customers to Up-Level and De-Risk Your Relationships http://futureofsourcing.com/get-360-feedback-from-key-suppliers-partners-and-customers-to-up-level-and-de-risk-your <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="http://futureofsourcing.com/sites/default/files/articles/360_Feedback_624x325.jpg"><a href="http://futureofsourcing.com/sites/default/files/articles/360_Feedback_624x325.jpg" title="Get “360” Feedback from Key Suppliers, Partners and Customers to Up-Level and De-Risk Your Relationships" class="colorbox" rel="gallery-node-1432-IxbTOi1bdCU"><img typeof="foaf:Image" src="http://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/360_Feedback_624x325.jpg?itok=jT6OzM_R" width="624" height="325" alt="" title="" /></a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>As a business leader you get 360s, so why doesn&rsquo;t the business you lead?</p> <p>Individually, you benefit from 360s exposing blind spots and unintended consequences of your &ldquo;default&rdquo; way-of-being. Your company has blind spots and default ways-of-being, too&hellip;and they undermine the success of critical relationships with outsourcing providers, product and channel partners, and anchor customers &ndash; the vital &ldquo;360&rdquo; space around your company.&nbsp;</p> <p><em>Are partners &ldquo;nickel and diming&rdquo; you? Do you worry their best people aren&rsquo;t on your account? Are quality or speed issues cropping up? Do you wish they&rsquo;d invest more in innovation or expansion?&nbsp;</em></p> <p>These are symptoms of a misaligned partnership with low self-awareness on one or both sides. That&rsquo;s where the value of an &ldquo;Enterprise 360&rdquo; comes in, helping you achieve stable, co-prosperous relationships rather than the drama- and disappointment-filled ones that are all too common.</p> <p>Imagine the value you can unlock if you deeply understand where a relationship is today, clearly see the forces affecting it and have a concrete plan to realize the thriving partnership you envisioned when you signed the deal.</p> <p>With this as your&nbsp;<em>why</em>, let&rsquo;s consider&nbsp;<em>what&nbsp;</em>characterizes strong relationships and then discuss&nbsp;<em>how&nbsp;</em>to move in this direction with an Enterprise 360 approach.</p> <div> <h2>Dimensions of Thriving, Co-Prosperous Relationships</h2> </div> <p>You know that motivating and managing your people is only partially about financial incentives. Shared purpose, values and culture, behavioral norms and a sense of long-term opportunity are also incredibly important.&nbsp;</p> <div> <h2>Holistic Success Dimensions for High-Stakes, High-Complexity Partnerships</h2> </div> <p><strong><img alt="" src="https://futureofsourcing.com/sites/default/files/Holistic_Success_Dimensions.png" />&nbsp; &nbsp; &nbsp; &nbsp;</strong></p> <p>Let&rsquo;s take a holistic look at the deeper less-visible dimensions&mdash;beyond the limited impact of financial/legal terms&mdash;that drive success in highly-complex partnerships.<strong>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;&nbsp;</strong></p> <div> <h2>Incentives Created by Terms</h2> </div> <p>As a business executive, you feel economic pressure, which feeds the instinct to &ldquo;win&rdquo; a negotiation. Your partner faces similar pressure, but in response, it may willingly enter into an arrangement even when the economics squeeze its ability to acceptably perform. This is &ldquo;the paradox of the willing partner.&rdquo; Sometimes, the other side just needs that deal this quarter or that revenue this year, or to keep its factory or workforce utilized. And even when you have an initially-fair and balanced deal, it can easily be knocked out of balance by changing market conditions.&nbsp;</p> <p>That&rsquo;s why the landscape is full of partnerships that are bad for one side. But over time, what&rsquo;s bad for one side is bad for&nbsp;<em>both</em>. Imagine a landscaper you don&rsquo;t pay quite enough, so he hurries on to the next job and doesn&rsquo;t clean up thoroughly in your yard. It&rsquo;s&nbsp;<em>you&nbsp;</em>who steps on the rake.</p> <p><em>You may object: &ldquo;But suppliers, partners and customers always say they deserve more of the financial pie within your relationship. I can&rsquo;t always respond to this. That&rsquo;s business.&rdquo; That&rsquo;s an understandable and fair point &ndash; and a good Enterprise 360 approach helps determine when there is a real wolf, or the other side is just crying wolf. &nbsp;</em></p> <div> <h2>Impact of Culture and Organization</h2> </div> <p>Your business culture and the way you&rsquo;re organized impact the partnership, too.&nbsp;</p> <p>For example, do you have a culture of invention or operational precision? These strong suits probably helped get you where you are today. But they may also make you overly prescriptive in third-party relationships. Maybe you&rsquo;re not just telling them&nbsp;<em>what&nbsp;</em>you need&hellip;you&rsquo;re telling them&nbsp;<em>how</em>. Many partnerships exist specifically because the other side has expertise and capabilities you don&rsquo;t &ndash; so over-prescriptiveness limits your upside.&nbsp;</p> <p>Maybe your structure burdens partners, too. Think of a contract manufacturer with a global customer organized around regional P&amp;Ls, for instance. If all territories are involved in managing outsourcing, then supplier personnel do everything three times (with the Americas, EMEA and Asia Pacific). Wondering why your key contact isn&rsquo;t getting to the root cause of that issue or helping drive innovation? Maybe it&rsquo;s because she&rsquo;s doing everything &ndash; calls, email and reports &ndash; in triplicate&hellip;or maybe she can&rsquo;t get a timely straight answer when she needs one from you because there&rsquo;s no clear process owner on your side.&nbsp;</p> <p>You may say, &ldquo;But culture or organizationally-driven issues are not 100% under my control.&rdquo; While this is certainly true, unless you&rsquo;re the CEO &ndash; where relationship outcomes are critical &ndash; it&rsquo;s not a good enough excuse. The question becomes: how will you lead and influence inside your company? An Enterprise 360 provides powerful data here.</p> <div> <h2>Relationship and Trust</h2> </div> <p>Even if you ensure incentives are aligned and you are aware of the impact your culture and organization have on partners&hellip;problems periodically arise.&nbsp;</p> <p>To deal with them, is there an authentic and empathic relationship between partner company executives and, based on that tone-setting, between the working teams? Only this type of relationship supports a shared view of current reality and a productive &ldquo;shared contribution&rdquo; approach (instead of blame) to problem solving.&nbsp;</p> <p>And is there mutual trust &ndash; in each other&rsquo;s capabilities, reliability and motivation?</p> <p><em>Authenticity</em>,&nbsp;<em>empathy&nbsp;</em>and&nbsp;<em>trust&nbsp;</em>may sound &ldquo;soft,&rdquo; but imagine if they were absent within your company. Wouldn&rsquo;t cross-functional problem-solving and pursuit of new opportunities be severely hamstrung? That&rsquo;s not to say these things are easy, but inside your company there are (hopefully) degrees of flexibility, resilience and improvisation based on the presumption of good will and capability among colleagues &ndash; and the willingness to act accordingly.</p> <p>Just because you rely on a third-party, these qualities are not any less important. In fact, they may be even more critical. That&rsquo;s why your Enterprise 360 approach should listen for this dimension with equal emphasis as the others.&nbsp;</p> <div> <h2>Degree of Strategic Alignment</h2> </div> <p>What if your strategy and your partner&rsquo;s create different views on what&rsquo;s worth investing in, what&rsquo;s worth bending on and what the future looks like? Sometimes, even when everything else is going well, this is a hidden inhibitor.&nbsp;</p> <p>Imagine a corporate tech reseller/integrator and an enterprise software company whose solutions it distributes. Economic incentives may be aligned, culturally- and organizationally-driven inefficiencies may be under control, and relationships may be strong. But if the software company&rsquo;s strategy is to increase emphasis on direct sales and become part of solution suites with &ldquo;platform&rdquo; partners (de-emphasizing reseller-type channel partners), then a growing headwind will affect the partnership.&nbsp;</p> <p>That&rsquo;s why it&rsquo;s critical to keep using Enterprise 360-style listening not just to gain self-awareness, but also to assess the ongoing fit with partners. Without this, you&rsquo;re implicitly counting on your partners&rsquo; strategic priorities to remain frozen in a world where nothing lasts forever.</p> <div> <h2>Enterprise 360 for Deep Systemic Listening Across These Dimensions</h2> </div> <p>OK. If all this motivates you to gain broader perspective on how your company shows up in critical third-party relationships, here are suggested next steps.</p> <ol> <li>Invest time and energy to&nbsp;<strong>get a&nbsp;</strong><strong>clear baseline understanding&nbsp;</strong>of where relationships are today. I&rsquo;m not talking about a &ldquo;conducting a survey.&rdquo; To get what you want here, you need thoughtful and customized 1:1 discussions with partner executives, account leaders and operational people.</li> <li>Prioritize bringing your internal stakeholders together to&nbsp;<strong>get oriented around what you&rsquo;ve learned</strong>, what the implications are and what your options are for action where that&rsquo;s warranted. Often, the first key step is to get aligned on the fact that your partnership success relies on the dimensions discussed here.</li> <li><strong>Develop or update your guiding vision&nbsp;</strong>for the partnership. What will a long-term, excellent relationship feel like and deliver &ndash; and what&rsquo;s your company&rsquo;s part in achieving it? This step isn&rsquo;t always about positive aspirations&hellip;an effective process sometimes leads to purposefully de-emphasizing or ending relationships, too.</li> <li><strong>Make aligned action plans&nbsp;</strong>to target the things that &ldquo;must be true&rdquo; for achievement of the vision. These could include evolution on any/all of the dimensions detailed above. Since there are often collective blind spots and deeply-ingrained ways-of-being at work here, treat this as a concerted transformation effort.</li> </ol> <p>Often, for high-complexity, high-stakes relationships, you&rsquo;ll get the most out of this Enterprise 360 approach by using an objective third party to engage with partners and facilitate your company&rsquo;s orientation and action-planning around what you&rsquo;ve learned. Find one who understands your business&nbsp;<em>and</em>the critical human/partnership dimensions in play, and who has the ability to credibly engage and draw out relationship-sponsoring executives and key day-to-day relationship managers alike.&nbsp;</p> <p>Remember that individual 360 we started off referring to? If you&rsquo;ve gone through that process, you know it can be uncomfortable&hellip;but you also understand that the information you get from it is invaluable. With an Enterprise 360 effort, you can lead that same powerful learning and growth for your company.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/consulting" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Consulting</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/strategy" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Strategy</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/partnership" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Partnership</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/alignment" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Alignment</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/goals" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Goals</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/enterprise-360" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Enterprise 360</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Get &amp;ldquo;360&amp;rdquo; Feedback from Key Suppliers, Partners and Customers to Up-Level and De-Risk Your Relationships - Future of Sourcing" addthis:url="http://futureofsourcing.com/get-360-feedback-from-key-suppliers-partners-and-customers-to-up-level-and-de-risk-your"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Mon, 29 Apr 2019 17:45:08 +0000 Mark Teitell 1432 at http://futureofsourcing.com http://futureofsourcing.com/get-360-feedback-from-key-suppliers-partners-and-customers-to-up-level-and-de-risk-your#comments TOP TEN: Rock-Inspired Sourcing Insights http://futureofsourcing.com/node/759 <div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>Vast forests of digital trees have been sacrificed to the topic of sourcing. While the incessant stream of white papers, articles, blogs, tweets and posts we&rsquo;re bombarded with are certainly helpful, don&rsquo;t they all start sounding the same after a while?</p> <p>While working recently with some music playing in the background, I was struck by the idea that some song titles and lyrics reflect typical sourcing scenarios as well as specific relationships I&rsquo;ve encountered over the years. That got me to thinking about other songs that might also apply, and inspired the following list of ten songs that describe sourcing relationships. Whether you are a buyer of services or a provider of services, you might recognise some of these&hellip;</p> <p><strong>1. Welcome to the Jungle (Guns N&rsquo; Roses)</strong><br />This song perfectly fits the scenario where the client and provider have rushed into an agreement with minimal communication, planning or alignment. Basically, each party rushes to get to their version of the end state as quickly as possible, with little coordination or communication between client, provider and key stakeholders. Both parties constantly struggle to define and meet expectations, and the relationship quickly turns to finger-pointing as the first course of action.<br /><em>Key lyric:</em>&nbsp;&ldquo;Welcome to the jungle it gets worse here every day, you learn to live like an animal in the jungle where we play&hellip;&rdquo;</p> <p><strong>2. Livin&rsquo; on a Prayer (Bon Jovi)</strong><br />The song reflects a lack of insight into what tomorrow will bring. Things may be going relatively well overall, but both parties share a sense of apprehension about how to get to the desired end state. Amidst a general sense of chaos, lots of good work is being done, and the relationship is characterised by a shared commitment to success &ndash; although no one really knows how that will happen.<br /><em>Key lyric:</em>&nbsp;&ldquo;We&#39;ve gotta hold on ready or not, you live for the fight when it&#39;s all that you&#39;ve got&hellip;&rdquo;</p> <p><strong>3. You Can&rsquo;t Always Get What You Want (The Rolling Stones)</strong><br />Frequently (as in almost always), disconnects arise between desired expectations and what is actually being delivered. All parties should think through the relative importance of such gaps &ndash; are they small irritants? Or do they reflect material issues? No matter the dialogue that occurred before the contract was signed, both parties will consistently look for ways to maximise value from the relationship. The key is to manage the relationship to align as much as possible on adjustments to the agreement, and to also recognise that sometimes you can&rsquo;t always get what you want.<br /><em>Key lyric:</em>&nbsp;&ldquo;You can&#39;t always get what you want, but if you try sometimes you just might find you get what you need&hellip;&rdquo;</p> <p><strong>4. My Own Worst Enemy (Lit)</strong><br />Face it: sometimes when things aren&rsquo;t going well you only have yourself to blame. One party expects quick and absolute decisions, while the other party requires time and deliberation to make a decision. One party expects one collective voice, while the other party has several entities with conflicting requirements, priorities and/or processes. One party thought they wanted one thing in the contract, only to find it wants or needs something else now. Whatever the situation, look in the mirror to determine what you may or may not be doing that is contributing to a strained relationship.<br /><em>Key lyric:</em>&nbsp;&ldquo;It&rsquo;s no surprise to me, I am my own worst enemy&hellip;&rdquo;</p> <p><strong>5. We&rsquo;re Not Gonna Take It (Twisted Sister)</strong><br />A strained sourcing relationship, left on its own with little corrective action, can get to the point of no return. This &ldquo;death by a thousand paper cuts&rdquo; can eventually lead to one party deciding to either exit the relationship early or to not renew the relationship once the contract term ends. At this point, the trust has been broken, and practically no amount of contract concessions, price reductions, or other incentives will work. If a relationship reaches this stage, exiting the deal gracefully is probably preferable to continuing the fight.<br /><em>Key lyric:</em>&nbsp;&ldquo;If that&#39;s your best, your best won&#39;t do.&quot;</p> <p><strong>6. Won&rsquo;t Get Fooled Again (The Who)</strong><br />Especially for clients in their first major sourcing agreement, many lessons can be learned and applied to the next sourcing agreement. These lessons typically include, &ldquo;We retained too much or too little,&rdquo; &ldquo;We assumed the other party would do&nbsp;<em>X</em>&nbsp;and they didn&rsquo;t,&rdquo; &ldquo;We underestimated the effort to manage the agreement,&rdquo; &ldquo;We asked for&nbsp;<em>X</em>&nbsp;but should have asked for&nbsp;<em>Y</em>,&rdquo; etc. Depending on the timing of these revelations, adjustments can be negotiated within the existing agreement, or can be applied to the next agreement. Think through these lessons and update your sourcing strategy going forward. Don&rsquo;t get fooled again!<br /><em>Key lyric:</em>&nbsp;&ldquo;Then I&#39;ll get on my knees and pray, we don&#39;t get fooled again&hellip;&rdquo;</p> <p><strong>7. Comfortably Numb (Pink Floyd)</strong><br />As a consultant, I frequently enter into an environment where a long-term sourcing agreement has been in place and both parties have reached a state of complacency. They have worked together for so long that neither recognises the inefficiencies that exist, nor the potential value adds that are nearly self-evident to an outsider. Both parties are seemingly just going through the motions. Even as new ideas develop, processing, prioritising and making the changes required to implement and realise benefits poses a challenge. The overall relationship can be considered successful, but opportunities exist to rejuvenate and refresh the relationship to be even more beneficial to both parties.<br /><em>Key lyric:</em>&nbsp;&ldquo;Your lips move but I can&#39;t hear what you&#39;re saying&hellip;&rdquo;</p> <p><strong>8. I Want You to Want Me (Cheap Trick)</strong><br />This song is especially dedicated to those providers who are so excited to have a &ldquo;marquee&rdquo; client that they will do almost anything to make the client happy. While seemingly great from a client perspective, this attitude can result in short-term happiness at the expense of longer-term pain. At some point, the provider has to stop coddling the client. Otherwise, the compounded cost of fulfilling the client&rsquo;s every minor whim and desire erodes the provider&rsquo;s business case and materially affects their P&amp;Ls. Typically, this results in the provider&rsquo;s executive team taking control and invoking startling behavioural changes to try to rectify the situation. This can become a huge strain on the relationship and usually results in key personnel changes to attempt to correct the situation.<br /><em>Key lyric:</em>&nbsp;&ldquo;I want you to want me; I need you to need me; I&#39;d love you to love me; I&#39;m beggin&#39; you to beg me&hellip;&rdquo;</p> <p><strong>9. Money For Nothing (Dire Straits)</strong><br />Even when the relationship is good, services are being delivered, and contracted price points are being met, many clients will start getting a sense that they are paying more than they should be. This is particularly true when the provider increases its offshore delivery or implements tools, automation and/or autonomics to reduce the labour required to provide services. Even when those changes are allowed (or maybe even specifically required) in the contract, clients can&rsquo;t resist counting bodies and wondering if they are paying &ldquo;money for nothing.&rdquo; While the contract may contain benchmarking clauses, they can be ambiguous and difficult to execute and enforce. If that&rsquo;s the case, the parties can instead discuss the issue and agree on a course of action that allows the client to realise some of the additional cost benefits, while also allowing the provider to improve its margin.<br /><em>Key lyric:</em>&nbsp;&ldquo;Now that ain&#39;t workin&#39; that&#39;s the way you do it, lemme tell ya them guys ain&#39;t dumb&hellip;&rdquo;</p> <p><strong>10. Should I Stay or Should I Go (The Clash)&nbsp;</strong><br />As the saying goes, the grass is not always greener on the other side. However, after a long-term sourcing relationship, especially one that has had its share of ups and downs, a client may decide that moving to another provider will yield benefits. Many times this is an emotional decision rather than one based on facts. Take an objective look at the situation and ask questions such as, &ldquo;What problem goes away by making such a move?&rdquo; &ldquo;Why can&rsquo;t my current provider address the issues?&rdquo; &ldquo;Is the transition cost and risk worth the perceived additional value?&rdquo; and &ldquo;Could it get worse instead of better?&rdquo;<br /><em>Key lyric:</em>&nbsp;&ldquo;If I go, there will be trouble, and if I stay it will be double&hellip;&rdquo;</p> <p>Sourcing relationships are complicated. Yet, the complexities, angst and heartache that often characterise them are not unique. In fact, many of the songs we grew up with (and perhaps still listen to today) speak to the difficulty of making a sourcing relationship work - which suggests that (as we focus on issues such as value realisation, mature vendor management, scope realignment and process optimisation) we consider that at an important level, sourcing relationships are fundamentally human in nature. Or as the Monkees put it (via Neil Diamond&rsquo;s lyrics): &ldquo;It&rsquo;s a little bit me, and it&rsquo;s a little bit you, too.&rdquo;</p> <p><em>(Editor&#39;s note: any readers feeling inspired to contribute their own additions to this list are more than welcome; if we get enough we&#39;ll publish a sequel to this article at an appropriate juncture. Please send all suggestions through to me at <a href="mailto:hcorr@sig.org">hcorr@sig.org</a>.)</em></p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/advisory" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Advisory</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/alignment" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Alignment</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/benchmarking" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Benchmarking</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/relationship-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Relationship Management</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/sourcing" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Sourcing</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="TOP TEN: Rock-Inspired Sourcing Insights - Future of Sourcing" addthis:url="http://futureofsourcing.com/node/759"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div> Fri, 05 Aug 2016 12:57:55 +0000 David Mitchell 759 at http://futureofsourcing.com