In today’s market, manufacturers face constant pressure from rising costs. To stay competitive, leaders need both a clear understanding of cost indices and the right strategies to respond effectively.
This webinar will explore how to use indices as a powerful tool to interpret cost trends, inform purchasing decisions, and guide supplier conversations. You’ll also gain practical approaches to balance cost control with maintaining strong supplier relationships.
Key Takeaways:
• How to read and apply key indices to your pricing strategy
• Ways to use data to anticipate cost changes and strengthen your position
• Techniques for supplier discussions that go beyond simple price negotiations
• Tools to protect margins while sustaining long-term partnerships
Whether you are making purchasing decisions or managing supplier relationships, this session will help you leverage indices and strategies to reduce risk and improve financial outcomes.
*Event details are subject to change.
*Upon registration, you will receive a confirmation email. If you do not receive it, please check your spam or junk folder*
Specialized Skills
Lifetime Certified Purchasing Manager – Institute of Supply Management
B.S. in Business from DePaul University
My passion is seeing manufacturing happen successfully. After over 35 years in materials in industrial manufacturing, I have been privileged to improve supply chains associated with chillers, temperature control units, paint dispensing and mixing equipment, gear boxes, machined & fabricated parts, and conveyors for power plants, candy, and pellets. This involved countless on-site visits and audits of suppliers of every kind of product to support these finished goods.
The processes I have worked with included machining & fabrication (plastics, steel, stainless, aluminum), injection molding, thermo-molding, pressure molding, vacuum/pressure molding, rotational molding, textiles, wood processing, outside processes that included chrome, oxide, heat treat, and finally, assembly of BOM’s that had from 1 to 2,000 parts.
Each of the organizations I worked for not only had supply chain issues but ERP & lean challenges to be solved. After all of this, I’ve learned that continuous improvement is a team sport, and it becomes exponentially more difficult to work within multi-business unit projects. Bringing people together and getting them to work together is a critical skill that I have mastered while conducting multi business unit negotiations and project implementations. Patience, reinforcement, sustainment, cooperation, and collaboration were some of the more difficult challenges that I have learned to overcome.
Lastly, maximizing supplier resources to make improvements within the companies that I worked for included bringing suppliers under roof to improve quality, pricing, and product flow. These included powder paint and tooling suppliers.
