In 2001, when Delta Air Lines Inc. was grappling with rising fuel prices, terrorist attacks and fare wars, the $15 billion airline carrier set an aggressive goal of cutting 3% from its $10 billion annual spending on direct and indirect goods and services within three years. While its fuel costs alone total over $6 billion, the biggest logistical problem it faced was negotiating better deals with

the 6,000 other suppliers that provided the other 40%.

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