The very fact that a sixth edition of this book is necessary tells us something about KAM: it is an evolving task, changing and adapting as new market and customer challenges appear.
One of the most significant of these challenges in recent times has been the development by purchasing professionals of Key Supplier Management strategies, often launched to pre-empt their supplier’s ambitions to manage them. But what at first sight might look to be conflicting ambitions, turns out, if properly understood and skilfully handled, to be a route to genuine supplier/customer collaboration, one of the goals of this book.
Back in 1999 and the 1st edition, KAM was a new concept for many businesses. By now, it is well established ...
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