Adapting Inventory to Spikes in Demand and Short Supply

Free Live Chat Session

Adapting Inventory to spikes in demand and short supply

How are you adapting your Lean Inventory strategies post-pandemic? With the challenges demonstrated by “just-in-time” inventory practices recently, sudden advent of unexpected peak season and the upcoming holiday season, what does an ideal inventory management strategy look like?

When: October 27, 2020
Where: Zoom
Price: Free



Free Webinar – Systemic Racism in Supply Chain: What Are You Doing to Bring A Change?

Live Chat Series – Systemic Racism in Supply Chain: What Are You Doing to Bring A Change?

Date:  September 29, 2020

Time: 4:30 – 6:30 pm EDT

Zoom Virtual Platform – Complimentary Webinar

Join our Panel discussion about Systemic Racism and learn how to proactively participate in supporting the movement towards equality in your workplace.

Opening Remarks:
Hugh Lawson
Director, Business Development, Canada

Wael Safwat
Director of Procurement, North America
Black & McDonald

Jason Murray
President and Managing Partner
BIPOC Executive Search

Theresa Harrison
Director, Environmental Social Governance Services, Procurement, Business Enablement
Ernst & Young LLP

Hugh Amiel
Director of Procurement
University Health Network (UHN)

Complimentary for members and non-members

Earn 2 CPD Points

Register here


Check please!

Is your security risk management, business continuity and any other resilience program you have simply to prove you have one? Check the box, so to speak? It’s perhaps stable, reliable, unchanging?

Then you have a problem. You’re doing it wrong.

You’re doing it wrong.

You’re programs should be designed to generate improvements. There should be a built-in restart, of the assessment process. The cycle should ensure improvements re-align to the overall business objectives. Your improvements should replace those areas of the program that don’t work, are unnecessary, and need revitalization.

We can help. We can help get your program from simply sustaining itself to regenerating, restarting, re-aligning, replacing, and revitalizing itself so that it works when needed; so that it works for you. We can help get your program working for you.

It starts with a conversation.

Plan the Work. Work the Plan.

Should your Municipality need assistance, contact Michael White Group today, and we will be happy to answer your questions or provide quotations.


Unused Technology Costs

How much does your organization spend each year on technology? Not just new technology but maintenance and subscription renewals as well?


If you’re a medium or enterprise-level corporation, it’s probably not an insignificant amount


For that matter, relatively speaking, a lot of small businesses can also point to technology as a good chunk of their operating expense


But now the more uncomfortable question…are you using all of that technology you’re paying for?


I was going through my invoices last week and realized that I’m still getting charged by our old hosting provider even though we moved our website to another platform several months ago


It’s a small monthly charge but, if I hadn’t caught it, who knows how long I would’ve kept paying those fees


Now imagine if that were to happen in a larger organization. Unfortunately, from what I’ve seen in large organizations, there’s not much left for the imagination


A few years ago, we were doing some consulting work for a client who’d heavily invested in a premier financial platform that was running on their on-premise servers


They’d paid seven figures for the initial license fee plus a year’s worth of consulting for customization, implementation and testing


And every year since they’d been paying close to six figures for annual maintenance


During our review we noticed two invoices our client had received from the same software supplier


One was for the annual maintenance, but the second one was for annual subscription fees


What had happened was, during the year they were going through their implementation, the supplier released a cloud version of the same product


And got the finance department to sign up for a one-year subscription so that they could start using the software right away


With the idea being that everyone would get moved to the on-premise version when it went live


But that road from on-premise to cloud is usually a one-way street. Rarely do you see an organization go the other way


So they went live, but everyone kept using the cloud version


And because there was a disconnect between the business and IT, the subscription would auto-renew each year and finance would pay the renewal


At the same time, IT would get an annual maintenance invoice for the server-based version and that would get paid as well


Now I know that a lot of you are hearing this and thinking about a time when this might have happened in your organization


Or you’re wondering if it’s happening right now


Folks, it’s September, which means a lot of your IT contracts are going to be coming up for renewals


And if there’s ever been a year when it was absolutely critical that you only pay for what you’re using…it’s this year


If you’re going to survive 2020 and still be standing in 2021, you have to get a handle on your IT spend


But you’ll never be able to do that until you have a handle on your IT contracts


And that’s where I believe we stand head and shoulders above everyone in this space


Because I designed a platform that gives your procurement team everything they need to properly manage contracts…and they’ll do it for pennies on the dollar


So take 5 minutes to see how OneView works


And if you need some help with your year-end renewals, reach out to us. We can help with that too


Mohammed Faridy

[email protected]







No individual, no organization, no place is completely immune from some form of a disruptive event. Pandemics, epidemics, financial and government unrest, terrorism, on top of the myriad of natural disasters and the consequences of those events that countries, states, provinces, cities, large enterprise, and small/medium business all could experience.

With these disruptive events, all of the aforementioned entities have difficult decisions to make with regards to their investment into response (and to what level of response), what level of security, what level of operational capability do they need during and immediately after these type of events and others.

How do we reduce the impact of disruptive events?

Invest in enhancing resilience. Organizations require the ability to prepare and plan, absorb and recover for and from disruptive events.

Building resilience, maintaining resilience, staying resilient.

Being resilient, allows organizations to be better equipped to anticipate disruptive events with the expectation that losses are reduced.

Disruptive events will continue. A proactive approach to enhancing your organization’s resiliency will reduce the economic, reputational, and operational affects that disruptive events can cause.

It all starts with a conversation.

We can Help. We’ve helped organizations enhance their resiliency, and will continue to do so with a collaborative approach and transparent communication.

Plan the Work. Work the Plan.

Should your Municipality need assistance, contact Michael White Group today, and we will be happy to answer your questions or provide quotations.


COVID Recovery and Preparing for the Fall Wave

COVID Recovery and Preparing for the Fall Wave

Date: Aug 26, 2020

Time: 4:30 PM (EDT)

Location: Zoom Virtual Platform

Supply Chain Canada, Ontario Institute and OPBA Jointly Host Their Third Learning & Networking Event (Virtually)

Stay tuned for more details.

Opening Note: Laura Cocuzzi, Manager – Procurement & Planning, Region of Peel | Board Member – Supply Chain Canada, Ontario Institute

Panel Introduction: Chris Penny, Kinetic GPO


Umesh Kalia  – Procurement Manager, City of Vaughan
Tina Iacoe – Procurement Manager, City of Hamilton
Tracey Dennis  – Chief Procurement Officer, The Ottawa Hospital
Mai Gagujas – Procurement and Supply Chain, The Manitoba Securities Commission

Register here


  • Member – $10
  • Non-Member – $20

Earn 2 CPD Points


An Exclusive Virtual Leadership Development Opportunity

It is a crazy unprecedented time!

Many leaders, for the first time in their careers, are leading from behind the desk and behind the screen. The great challenge becomes how do we keep staff motivated, engaged, inspired and connected.

At Emergenetics it is our Vision “To Be the Universal Answer to Human Connection”

And in this time of social isolation we are delighted to bring the power of Emergenetics in:

An Exclusive Leadership Development Opportunity: Emergenetics VIRTUAL Meeting of the Minds Workshop

Date: Wednesday, August 19, 2020
Location: Your Desk!
Time: 10:00 AM to 12:30 PM 

Emergenetics Certified Facilitator: Gail Green

Cost of Workshop and Profile: $299 CLICK HERE TO ENROLL
Exclusive Promotion use discount for MuniSERV Members – use promo code 100OFF for a $100 discount.

As an added value, during this challenging time, any municipality that registers 3 or more people will receive a one hour complimentary online tailored session for the team (Value $599).

The Virtual Meeting of the Minds offers a blended learning experience that reveals individual and collective strengths, provides practical ways for leaders to inspire and engage employees to work together and create strong workplace cultures – with or without a traditional office space.

Through the workshop, you will:
• Increase self-awareness
• Discover others’ perceptions of you
• Communicate change more holistically and effectively
• Build better Peer and Stakeholder relationships
• Increase your EQ to forge new relationships in the current reality

Who should attend:
• Leaders seeking a deeper understanding of themselves and others
• Managers who aspire to build cohesive teams
• Consultants/Trainers/Coaches looking for neuro-scientific tools that resonate with individuals and organizations in a blended on learning experience that will serve in the new normal
Enroll soon as participant numbers will be limited to 30.

We look forward to meeting you at this insightful and exciting event on Wednesday, May 20th and to sharing a simpler, easier way to understand yourself and others with the neuro-science of Emergenetics!

If you’d like more information, simply email me or call 905.636.0797.

Take Care,


Upcoming (Virtual) Professional Development Session on Free Trade Agreements CUSMA (USMCA), CETA and TPP

Learn more about the Canada-United States-Mexico Agreement (CUSMA) which entered into force on July 1, 2020, replacing the North American Free Trade Agreement (NAFTA).

Empower yourself with the current knowledge and tools when dealing with suppliers, shippers, carriers, banks, freight forwarders, customs brokers, CBSA and other Participating Government Agencies involved in your international supply chain in North America, Europe and in the Pacific region

Date & Time: August 12 and/or August 13, 2020 | 9 AM – 12 PM EST
Location: Zoom
Member Price: $595 for 2-Half Days and $395 for 1-Half day | Non-member price: $895 for 2-Half Days and $495 for 1-Half Day

Register Here for 1-Day and/or 2-Days Sessions.



How to Negotiate With Your Existing Suppliers

“If you know the enemy and you know yourself, you need not fear the result of a hundred battles”

       Sun Tzu, The Art of War


When it comes to negotiating with a supplier you know versus a supplier you don’t, the tendency is to prefer the one you have an existing relationship with.


There could be several reasons as to why this would make the most sense:


       Renewing an agreement for goods and services that are already being provided.

       Engaging a supplier who is already on site for time-sensitive work

       Leveraging pre-negotiated terms, conditions and/or pricing


However, these are not the most common reasons for businesses to prefer their incumbent suppliers to new ones.


The main reason we negotiate with incumbents is because we know them.


When I needed new tires I asked my mechanic what he would recommend, since he had been servicing my car for the last 6 years. Tires were not his specialty and I knew I would pay a premium by having him find and purchase the tires for me. But I also knew that he would recommend the best tires based on his knowledge of my car and the way I drive it.


Similarly, we tend to prefer looking to our incumbent suppliers for solutions to our problems because we feel that they will recommend what is best for our organization based on their knowledge and experience from having worked with us.


This makes complete sense, and in most cases would be the recommended approach. The goal should be to have 80% (or more) of your annual spend go through your top 20 suppliers.


But this should not mean that we forego the negotiation. A healthy supplier relationship is built not only on trust, but also on transparency and mutual benefit. Good suppliers understand this and are willing to open up discussions for a mutually beneficial agreement. The rest are looking to make a quick buck at their customer’s expense.


I recently had the good fortune and misfortune of representing a client in negotiations with two very well known software suppliers. The client had acquired another company through a divestiture and both suppliers were incumbents of the divested entity.


One supplier came to the table in the full spirit of partnership. Their team brought forth all of the knowledge they had gleaned over the years in licensing their products to the divested entity. They understood the architecture and proposed solutions that would allow my client to maximize their investment. They also provided industry insight that demonstrated an understanding of my client’s business beyond what their software did.


The other supplier pointed to their existing license agreement with the divested entity and stated that, since it did not allow for assignment of licenses, my client would need to re-purchase all of the licenses that were currently installed or face legal recourse.


In the end, we negotiated a short-term agreement with one supplier and established a longer-term strategic partnership with the other.


I will let you guess which supplier my client no longer uses.


Leveraging existing relationships doesn’t mean giving in to the incumbent’s demands, but rather negotiating mutually beneficial agreements with the suppliers that want to be true business partners and not just vendors that sell you things.


Have you recently negotiated with an incumbent supplier, or are you preparing to do so anytime soon? If so, I would love to hear about any challenges you’ve had to overcome or tips you may have for the rest of us.




Strategic Leadership for Men

Strategic Leadership for Men

Thursdays, 5-6pm ET

Starts July 23, 2020

Price: $430 for 8 interactive sessions

Registration Link:


Strategic Leadership for Men

Led by Jenn Lofgren (Master Certified Coach, Forbes Coaches Council, Canada’s Top 100 Most Powerful Women, Dare to LeadTM Certified Facilitator, CPHR & SHRM-SCP)

The role as a leader can be a challenging and isolating journey for everyone and especially for men. Today, there are few venues or communities for men to explore their leadership challenges and development with other men. For many men, this leads to feelings of loneliness, overwhelm, doubt, anxiety and much more.

As leaders, the first step to creating results through others is to develop yourself first. I believe the journey of leadership development requires courage, connection and perspective with a safe group of peers.

This accelerator group will create a support space with other men in leadership to connect with your peers and to learn key strategies to expand your strategic leadership. You will create weekly action plans to put your learning into practice and strengthen your authentic leadership.

NOTE: This Accelerator Group is for men only, and recommended for mid-level leaders holding titles like: Manager, Director and VP

You will LEARN:

  • Understand how your reactive tendencies create limited leadership success
  • Explore the role risk, fear and toxic expectations play in triggering your reactive
  • Learn the three reactive tendencies and which one you default to the most
  • How to develop by leveraging tendencies and which one you default to most
  • How to develop by leveraging your strengths, not your weaknesses
  • The role of vulnerability and mindset in developing strategic leadership
  • Strategies to respond vs react in challenge and crisis

You will ACHIEVE:

  • Clarity on your path to leadership effectiveness remaining true to who you are
  • A two-page leadership development plan to advance your leadership over 6-12 months
  • Understanding of the gifts of your leadership style and how to adapt in leading others
  • Relationships and community with other men in leadership
  • Skills to expand your leadership community with other me

Register Here

What is LevellingUp?

Many of us feel abandoned or alone in our leadership roles, and we’re looking people who can join us on our journey.  By combining interactive coaching & collaborative community, LevellingUp offers a unique, powerful, and affordable way for growing professionals to secure success and experience joy.