* Review Stakeholder Feedback: Understanding the nature of the negative feedback is the first step.
* Analyze Scorecard Metrics: If the scorecards have been positive, but the feedback is negative, it suggests a misalignment.
* Identify Changes in Requirements: Stakeholders' needs and expectations might have evolved, and these changes may not be reflected in the current scorecard metrics.
* Adjust Metrics Accordingly: The scorecards should be updated to align with the new requirements to ensure they accurately reflect supplier performance.
References
* Monczka, R. M., Handfield, R. B., Giunipero, L. C., & Patterson, J. L. (2016). Purchasing and Supply Chain Management. Cengage Learning.
* van Weele, A. J. (2018). Purchasing and Supply Chain Management: Analysis, Strategy, Planning and Practice. Cengage Learning.

For MNO, Inc., a manufacturing operation that has expanded globally, establishing a regional sourcing office that is centrally supported would be the most effective strategy. This approach allows the company to leverage local expertise and proximity to suppliers, improving responsiveness and reducing lead times. At the same time, central support ensures that all regional offices align with the overall corporate strategy and maintain consistency in procurement policies and standards. This hybrid model combines the benefits of local sourcing with the advantages of centralized control and coordination.
References
* ISM (Institute for Supply Management). Global Supply Chain Management.
* CIPS (Chartered Institute of Procurement & Supply). Strategic Procurement in Global Markets.

As interest rates rise, the cost of borrowing and the opportunity cost of holding inventory increase. Suppliers are likely to reduce their inventory levels to minimize these costs, which in turn raises the risk of stock outs.
Higher holding costs make it less attractive for suppliers to maintain large inventories, leading them to operate with leaner stock levels. This can cause delays and shortages if demand unexpectedly increases or if there are disruptions in the supply chain. References:
* Financial Management: Theory & Practice by Eugene F. Brigham and Michael C. Ehrhardt.
* Inventory Management and Production Planning and Scheduling by Edward A. Silver, David F. Pyke, and Rein Peterson.

The next step in the process is to conduct a phase-out meeting with all stakeholders to finalize the decision on which supplier will be awarded the business. This meeting allows the project team to review the proposals, discuss any final concerns, and make a collaborative decision based on the success criteria established at the initial project meeting. It ensures that all aspects, including performance, cost savings, and any potential risks, are considered before awarding the contract to the selected supplier. References:
* Project Management: A Systems Approach to Planning, Scheduling, and Controlling by Harold Kerzner.
* Strategic Supply Management: Principles, Theories and Practice by Paul Cousins, Richard Lamming, Benn Lawson, and Brian Squire.