Dear Bob ... I've recently been promoted to CIO of my company, a mid-size manufacturer. I report directly to the CEO, which means his other direct reports, which until now had been my "internal customers" (yes, I know - you don't have to tell me) are now my peers. All of which is good. Except that one of my peers, who's responsible for supply chain management, is, not to put too fine a point on it, not Dear Bob …I’ve recently been promoted to CIO of my company, a mid-size manufacturer. I report directly to the CEO, which means his other direct reports, which until now had been my “internal customers” (yes, I know – you don’t have to tell me) are now my peers.All of which is good. Except that one of my peers, who’s responsible for supply chain management, is, not to put too fine a point on it, not very strong. His area is out of control, and his response is to keep on adding more staff, even though I’m pretty sure his biggest problem is having too many people who he then has to figure out how to keep busy. I’m having a hard time dealing with this character. At the risk of sounding like a know-it-all, he just won’t listen. His entire mode of operation is “this is how we did it at the ABC Company – why can’t you deliver the same reports I used there?”Any thoughts on how to handle this guy?– Getting frustrated Dear Frustrated …Any thoughts? Yes: Do as I say, not as I do. My usual approach is to use a combination of distance, sarcasm, and recreational pouting as coping mechanisms. They don’t work, but they do help me cope.What should you do about the situation? Make Mr. Supply Chain your best friend. Schedule a weekly breakfast or lunch meeting with him. Get him to confide in you. Send him worthwhile articles on supply chain management and the proper use of information technology – not a flood; just a few well-chosen ones. Ask him for a favor: You want your analysts to become better acquainted with the business, and you’re starting a program of having them live and work in business areas so they know how the real world operates – can he accommodate a few of your analysts for a month to get this started?After a couple of months of this kind of treatment, you’ll be in a position to collaborate with your newfound friend, offering him help he’ll have a hard time turning down.And who knows. You might even find he isn’t as inept as you think he is. – Bob ——– Technology Industry