This section calls on the supply manager to get involved ion cross-functional teams. Traditional supply/procurement folks tended to specialize ( I am "only indirect", handle" metals "are typical things you hear). While specialization is good the CPSM tries to encourage the supply manager to take on a more cross disciplinary role. For example, you may be already participating in a lean or six sigma initiative with colleagues in other departments like production planning and sales. Think about the team issues that come up like consensus building,time constraints and conflicts with your main role. Also the question of reporting to the team leader and your boss. Naturally, this sections wants you to take the lead in cross functional teams with a subject that you can influence positively. A good example are new product teams that can benefit from early supplier involvement. Who knows supplier capabilities in the organization ? You - the supply manager does and leading such a team is likely to show great results.