Monthly Archives: June 2010

Is There a Hole in CPO Agenda’s Synergy Strategy Bucket?

A recent article on CPO Agenda that asked if there is a hole in your synergy strategy bucket made some very good points about how Procurement can often help to identify the right IT strategy and synergies to make a merger or acquisition a success.

However, what it failed to mention is that in addition to contract analysis and risk assessment, market research, negotiation management, and should-cost analysis, procurement can also serve as the mediator who helps the organization identify the IT needs and the most appropriate strategies. Furthermore, until the desired go-forward strategies are identified, contract analysis and negotiation management are irrelevant — who cares about license rights, location of use, competitive intelligence, or contract consolidation if you’re no longer going to use the system.

Furthermore, trying to determine the right IT solutions to keep based on license agreement analysis is worse than putting the cart before the horse. If you can get the horse angry enough, maybe he’ll kick at the cart until it moves forward. But if you keep the wrong IT solution, your employees won’t even kick at it … they’ll find every means possible to go around and bypass it completely.

Procurement can play a crucial role here as well. As the one unit that has to continually negotiate with all organizational units with respect to purchases, it can lead the analysis team that reaches out to every organizational unit to understand not only what software they are currently using, but what their needs actually are and work with IT to come up with a strategy that addresses the anticipated needs of the merged organization. Furthermore, as the central mediator and (hopefully) technology-savvy market analysts (who should be using modern e-Sourcing and e-Procurement systems) who talk to both IT departments and external entities, they have a better chance of figuring out when an objection is due to platform limitations (hardware, software, etc.) or simply a resource limitation (the support techs don’t know the software or don’t think it’s the right solution). In the end, the biggest negotiation will likely be with the organizational units that want to merge, and not the vendors, who will probably be more responsive to demands in exchange for a bigger customer and more dollars in their pocket in the long run.

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Speaking Like a CFO, Part I

Today’s guest post is from Robert A. Rudzki, President of Greybeard Advisors LLC, who has (co-) authored a number of acclaimed business books, including Beat the Odds: Avoid Corporate Death and Build a Resilient Enterprise, On-Demand Supply Management, and the supply management best seller Straight to the Bottom Line.

In my experience, those procurement and SCM (Supply Chain Management) departments who invest the time and effort to develop and master the skill and perspective of “speaking like a CFO” are the departments heading to the top of the profession. On the other hand, those departments who don’t – or won’t – master this skill seem to be perpetually stuck on the tactical hamster wheel.

I’ve touched on this subject during numerous conference presentations, but it’s important enough that I will risk repeating myself in order to reinforce a few key themes:

  1. You need to adopt and speak the language of the executive suite (the “financial language” of the CFO) in order to be effective in your communications with senior management.
  2. Develop a vision with BOLD objectives that tie directly to senior management’s interests and objectives (EPS, ROIC, cash flow, risk management, etc.).
  3. Lay out your transformation plan and detailed roadmap (note: this starts with a comprehensive “current state assessment”, compares the current state to best practices, and then uses the gap analysis as input to a well-constructed transformation roadmap).
  4. View technology as an enabler of your transformation plan and stretch objectives, not an end to itself.
  5. Build your business case (what you expect to deliver, in exchange for resources and budget).
  6. Be willing to make a commitment (of new $ results) in order to gain top management’s commitment and support.
  7. Finally, lead and make it happen.

You can find out more about this subject by downloading the following free white-papers on the Greybeard Advisors website:

Thanks, Bob!

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Why a Sourceror’s Job is Never Done!

As pointed out in this recent piece on responsive supply chains thru flexible warehouses over on the ChainLink Research site, “optimal” does not last long. Demand changes, product mix changes, freight costs change, available carriers change, available suppliers change, raw material costs change, and so on.

It’s not just the warehouse. It’s the end-to-end supply chain operation. That’s why it’s crucial that not only are sourcing projects conducted for each category consistent with the cost cycles (and, specifically, when they tend to hit their low points if the organization is able to source at that time), but that each time the project is conducted, serious effort is put into analyzing and optimizing the buy. Because if the organization simply makes the same decision it made last time, it likely is not making the optimal one.

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Finance Needs Spend Analysis and e-Procurement

Basware recently released its annual Cost of Control study for 2010, which contained, among dozens of other statistics and tables, the top 10 challenges for Finance over the past year. Reviewing them, it immediately struck me how most of them would be addressed with the adoption of good, modern, spend analysis and e-Procurement solutions. For example:

Spend Analysis would solve:

  • Spend Visibility

    You’d instantly see what you are spending, with who, for what, and by whom

  • Difficulties in Realizing Cost Saving Opportunities

    A good spend analysis system instantly presents you with the low-hanging fruit and gives you the power to easily explore over twenty different types of savings opportunities, as discussed in the recent Illumination on Strategic Spend Visibility.

  • More Visibility into Contract Management

    It’s easy to integrate contract management into a modern spend analysis solution, even if you don’t have a contract management solution! Just create a contract dimension, as per this post on integrating contract management and spend analysis, and you’ll see not only what you are spending on contract, but what’s not being spent on contract. This visibility into contract and non-contract spend gives you an instant read on contract management, and what you need to do to fix it.

  • Difficulties in Realizing Cost Savings Across the Business

    By integrating AP, Invoice, and Contract data, you can see not only what spending is on contract, but what spending is at contract rates, or, in the case of best-price contracts, where pricing isn’t trending down where it should be. This allows you to go after overpayments to realize the negotiated savings. Also, you can see when you are hitting discount or rebate thresholds, and aggressively go after those as well.

  • Need to Squeeze Suppliers on Payment Terms

    When you are realizing your negotiated savings, there will be less of a need to squeeze suppliers on payment terms. Plus, improved visibility into spend puts you in a better position to take advantage of early payment discounts, which will help you save even more!

  • Increased Supplier Risk

    Many modern spend analysis systems integrate, or allow for the integration of, third party data feeds from the credit agencies that track financial risk. This will give you a quick insight into the majority of suppliers who are most likely to go bankrupt. While it won’t be perfect, it’s much better than nothing.

  • Environmental Regulations / Compliance

    Integrate ERP data, and you can calculate carbon output, energy usage, water usage, etc. and automate production of your social responsibility and carbon footprint reports!

E-Procurement would solve:

  • Need to Improve Invoicing and Payment Processing

    E-Invoicing allows for automatic receipt, matching, and, if it meets the defined payment rules, automatic queueing for payment and e-payment systems allow payments to be queued and made automatically.

  • Need to Automate Financial Processes More Quickly

    Not only does e-Procurement allow every step of the procurement process to be automated, but it allows your procurement professionals to process POs, invoices, payments, etc. on an exception basis only — which means they only have to get involved when there’s a problem.

  • System Integration / Technology Challenges

    Most modern e-Procurement platform providers already integrate into most of the major ERP and relational database systems on the market, and there are scores of specialist shops that can assist with custom integrations.

In other words, if Finance wants to solve it’s greatest challenges, spend analysis and e-Procurement solutions are the answer.

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Webinar Wackiness XII: Webinars This Week from the #1 Supply Chain Resource Site

The Sourcing Innovation Resource Site, always immediately accessible from the link under the “Free Resources” section of the sidebar, continues to add new content on a weekly, and often daily, basis — and it will continue to do so.

The following is a not-so-short selection of almost 15 webinars THIS WEEK that might interest you:

Date & Time Webcast
2010-Jun-22

11:00 GMT-04:00/AST/EDT

From Vogue to Value: Steps to increase efficiency and add business value in Shared Services from the get-go

Sponsor: SAP

2010-Jun-22

14:00 GMT-04:00/AST/EDT

Cloud Supply Chain: What it is. Why it matters. Why you need it.

Sponsor: GT Nexus

2010-Jun-22

13:00 GMT-05:00/CDT/EST

Internationally Speaking

Sponsor: Integrated Mobile

2010-Jun-22

11:00 GMT-07:00/MST/PDT

Managing Data Privacy Risks in Outsourcing Transactions

Sponsor: Baker & McKenzie LLP

2010-Jun-23

13:00 GMT-04:00/AST/EDT

Exponential Potential With Services Spend Management

Sponsor: IQ Navigator

2010-Jun-23

13:30 GMT-04:00/AST/EDT

RoHS and REACH Compliant Product Design

Sponsor: Omnify Software

2010-Jun-23

12:00 GMT-04:00/AST/EDT

Application Modernization and Cloud Computing

Sponsor: ideaca

2010-Jun-23

11:30 GMT-04:00/AST/EDT

Using Metrics to Improve Product Supply Capabilities in Process Manufacturing

Sponsor: Infosys

2010-Jun-24

10:30 GMT-04:00/AST/EDT

Making the Move to Finance & Accounting Shared Service Centers: Understanding the Drivers, Challenges, Benefits & Trends

Sponsor: SSON

2010-Jun-24

13:00 GMT-04:00/AST/EDT

Manage Complexity in Your Supply Chain

Sponsor: Logility, Inc.

2010-Jun-24

11:00 GMT-05:00/CDT/EST

Case Study – FMC Technologies: Transforming Planning and Scheduling Processes

Sponsor: Supply Chain Countil

2010-Jun-24

10:00 GMT-04:00/AST/EDT

Backup + Cloud = Simplified Business Continuity

Sponsor: BrightTalk

2010-Jun-24

11:00 GMT-05:00/CDT/EST

Case Study – FMC Technologies: Transforming Planning and Scheduling Processes

Sponsor: Supply Chain Council

2010-Jun-24

11:00 GMT-07:00/MST/PDT

The Secrets to Customer Retention and Growing Revenue from Your Customer Base

Sponsor: Ariba

They are all readily searchable from the comprehensive Site-Search page. So don’t forget to review the resource site on a weekly basis. You just might find what you didn’t even know you were looking for!

And continue to keep a sharp eye out for new additions!