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๐Ÿน ๐๐ซ๐จ๐œ๐ฎ๐ซ๐ž๐ฆ๐ž๐ง๐ญโ€™๐ฌ ๐Œ๐จ๐ฌ๐ญ ๐ˆ๐ง๐ฏ๐ข๐ฌ๐ข๐›๐ฅ๐ž ๐’๐ค๐ข๐ฅ๐ฅ: ๐๐ž๐ ๐จ๐ญ๐ข๐š๐ญ๐ข๐ง๐  ๐๐ž๐Ÿ๐จ๐ซ๐ž ๐ญ๐ก๐ž ๐๐ž๐ ๐จ๐ญ๐ข๐š๐ญ๐ข๐จ๐ง

  • Writer: Antoine Sauvageot
    Antoine Sauvageot
  • Sep 24
  • 1 min read

Most people think procurement mastery is about getting suppliers to โ€œ๐˜บ๐˜ฆ๐˜ด.โ€

But the highest-stakes work happens long before a supplier enters the room.


The deals that implode? They donโ€™t die at the table. They die in the corridors:

๐Ÿ”น misaligned briefs.

๐Ÿ”น unspoken priorities.

๐Ÿ”น competing agendas.


Best leaders treat internal alignment as their first negotiation:

๐Ÿ”นshaping the ask before shaping the RFP.

๐Ÿ”นturning fragmented budgets into one clear story.

๐Ÿ”นbuilding trust across functions so suppliers see a united front.


Itโ€™s quiet work. But ๐ข๐ญโ€™๐ฌ ๐ญ๐ก๐ž ๐ฐ๐จ๐ซ๐ค ๐ญ๐ก๐š๐ญ ๐ฆ๐š๐ค๐ž๐ฌ ๐ž๐ฏ๐ž๐ซ๐ฒ๐ญ๐ก๐ข๐ง๐  ๐ž๐ฅ๐ฌ๐ž ๐ฉ๐จ๐ฌ๐ฌ๐ข๐›๐ฅ๐ž.


To achieve real leverage with suppliers, we must start by earning it within our own walls.


๐Ÿ’ฌ ๐˜ž๐˜ฉ๐˜ข๐˜ตโ€™๐˜ด ๐˜ฐ๐˜ฏ๐˜ฆ ๐˜ช๐˜ฏ๐˜ต๐˜ฆ๐˜ณ๐˜ฏ๐˜ข๐˜ญ ๐˜ฏ๐˜ฆ๐˜จ๐˜ฐ๐˜ต๐˜ช๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ ๐˜บ๐˜ฐ๐˜ถ ๐˜ธ๐˜ฐ๐˜ฏ ๐˜ต๐˜ฉ๐˜ข๐˜ต ๐˜ค๐˜ฉ๐˜ข๐˜ฏ๐˜จ๐˜ฆ๐˜ฅ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฐ๐˜ถ๐˜ต๐˜ค๐˜ฐ๐˜ฎ๐˜ฆ ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ข ๐˜ด๐˜ถ๐˜ฑ๐˜ฑ๐˜ญ๐˜ช๐˜ฆ๐˜ณ?


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