Monthly Archives: September 2010

A Hitchhiker’s Guide to e-Procurement: Summary

Mostly Harmless, Part XXV

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EIPP, P2P, e-Purchasing, and e-Procurement. What does it all mean?

This series provided a basic introduction to the world of e-Procurement. Each of the phases was discussed and key requirements were highlighted. In addition, the series also overviewed some of the primary challenges associated with each phase, some best practices to overcome those challenges, and some of the benefits the organization could also expect to see. While it was not intended to be complete, it is a great start for anyone embarking on an e-Procurement journey.

In addition, it also provided some great advice on how to compute the total cost of ownership of a system under consideration, how to analyze the efficacy of a solution relative to the organization’s procurement model, how to determine it’s appeal from both public and private sector viewpoints, and how to differentiate a system from EIPP, P2P, and e-Purchasing imitators.

A true e-Procurement solution is a very rich and powerful solution that will automate the tactical back-office process from start to finish, greatly decreasing the resources that must be assigned to tactical tasks, and associated processing costs. Considering that many studies have found that an e-Procurement solution can reduce the cost of invoice processing by as much as 98%, and that a manually processed invoice costs an average organization between 50 and 120 dollars, the transactional savings alone can be enormous. But these savings can be dwarfed when maverick spend is greatly reduced and new opportunities for savings are identified from the centralized warehouse of organizational purchases. An ROI of 5 or more is not out of the question if the right solution is selected and utilized properly.

So if an organization does not have a good e-Procurement solution, it should get one today. There are over a dozen providers in the space with good solutions (and many have been reviewed in the vendor post archives), and at least one of them should be the right fit. For more information on e-Procurement, there’s also the e-SourcingWiki Paper, which, in addition to a brief overview of the cycle and core capabilities, also overviews some important features of e-Procurement solutions in addition to more challenges, best practices, and benefits. In addition, it also has a brief glossary of standard procurement terms. (And, for even more information, one can always check out the Procurement Innovation archives here on Sourcing Innovation.)

That’s all for now, folks. Feel free to flip back through the series and read it again.

Back to the Beginning

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Is India About to go through Classic Economic Growing Pains?

Reading Scott Anthony’s “Innovation Notes from India” over on the HBR blogs, I can’t help but noticing that India is about to face the growing pains that North America went through during the information technology revolution of the last few decades. Consider Scott’s points one-by-one:

India is a land of contrasts

Every revolution, from the telephone through television to the PC made North America a land of contrasts between the haves and the have nots. The culture of entire communities, cities, and counties, literally changed overnight. Take silicon valley for example. It was a new gold rush economy.

There are more people than jobs in India

That’s usually the case, and usually what propels a country to try anything to create jobs. And when unemployment hits a high, that’s what drives real innovation energy.

The innovation energy in India is tremendous

This is a key requirement for an innovation boom that is always accompanied by growing pains when a country tries to adapt to rapid change.

Indian companies might have it too easy

First-to-market companies always have it too easy during a new technology boom. As a result, they don’t innovate enough and that’s why the first-to-market companies are rarely the winners over the long term (and why what counts is being best-to-market).

There will be more SKS‘s in the coming years

Giving that developing economies are charging ahead, you can be quite sure there will be multiple micro-finance options in the years ahead as the rich try to take advantage of the boom and seize the opportunity, leading to more growing pains as the micro-financiers reach capacity when the companies they are financing require even more money to sustain their growth.

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FieldGlass is Determined To Take Off In the Tens

FieldGlass, which provides a unified platform for contingent workforce management, service provider management, and direct hires, is determined to tear forward through the tens, which also happen to correspond to its second decade of corporate existence. Founded in Chicago in 1999, it celebrated its tenth birthday with a bang by adding 33 new customers in 2009 before tearing into 2010 and adding over 30 new customers year-to-date to double its customer base in less than two years.

With localized support for sixty-three (63) countries and counting, over one third (33%) of the new customers it has added in the past year were from outside the US — and they expect this number to rise over time as they add more satellite offices in various countries and continue to add localized support for more countries. And like Coupa, which happens to be one of the many enterprise platforms their solution can peacefully exist with, they plan to keep up the fervant pace of customer acquisition for some time to come.

So how are they pulling this off? It’s a combination of

  • persistence like the little engine that could, they just won’t quit,
  • technology they have a solid platform which gets better every year,
  • limited competition Google might return over 100K hits for contingent workforce management, but only a few players (like IQ Navigator and Taleo) have platforms in the same class,
  • a truly global focus their localized support (which includes local laws, regulation, and policy) for 63 countries and counting is a differentiator, and
  • the economy since no one wants to hire direct full time employees anymore.

So what have they done since our last update last April (which followed the incredibly deep coverage brought to us by the Sourcing Maniacs in their 2008 vendor tour)? Two things of note: they finished flushing out their core BI suite and started working on Active Guidance. And while the latter is still in its infancy, it will be very useful when taken to the next level.

Their BI offering consists of three core capabilities:

  • intelligent benchmarkingacross equivalent job categories in equivalent locations,
  • drill down reporting which lets the user drill through the various spend cubes maintained by the application, and
  • visualization which presents the user with innovative graphs, comparative dashboards, and informative trends.

Most of the work has went into improving the benchmarks, to make sure the industry averages presented are for equivalent jobs in equivalent locales, and extending the visualizer, to try and find the best ways to present a lot of information in an easy to understand, but yet impactive, manner. In a few cases, they’ve really hit the mark. The first case is the country-based graphs which allow a user to see relative spending by state on a geographically correct map. These graphs take the concept of Shneiderman diagrams (or visual crosstabs) to a whole new level. The second case is the integrated trend graphs that allow you to simultaneously see the trends across contingent worker, service worker, and direct hire for any job position or category. This is important because whenever spending drops sharply in one category, it tends to increase significantly in another. (Can’t hire any new workers? Service workers. Can’t sign another long term contract with a service provider? Contingent workers. Contingent workers been here too long? New hires.) The third case is the comparative rate-range graphs which simultaneously present the average rate, the range, and the market average for a set of related positions — it makes it really to easy to see where the company is likely spending too much for its contingent and service labor.

However, what is really interesting is their new focus on “active guidance”. Having deep insight from meaningful benchmarks and comprehensive spend reports is one thing, but knowing what to do — and when to do it — is another. For an organization with thousands of contingent and service workers, this can be a challenge. To this end FieldGlass has launched new capabilities that is has bundled under the heading of “active guidance” with more in development. The three capabilities it has launched to date are:

  • Rate Guidanceusing the benchmark data and spending history, the platform will advise the user on the recommended rate range to associate with a contingent or service position,
  • FieldGlass Advisorbuilt on top of their alert functionality, the advisor will let a user know when a certain action should be taken (such as initiating a request for additional funds or to extend a current position), and
  • The Project Management Office Dashboarda quick summary into the past due, current, and forthcoming tasks that require the users attention with respect to payment and procurement, the dashboard is built on top of dozens of user configurable thresholds relating to processes, documents, and spend tracked by the system.

As FieldGlass continues its quest to automatically identify trends and associate them with suggested behaviors,this role-based feature should get quite interesting. The holy grail of performance analysis lies in the ability to take tactical data and derive meaningful strategy.

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Optimization is Supply Chain’s Simulation

A recent article over on Industry Week pointed out how Simulation is “Empowering Product Engineers to Save Time, Money (and the Planet Too)”.

According to the article, simulation helped:

  • NatureWorks design a new biodegrade chip bag for SunChips,
  • Balzer Pacific Equipment Co. design and manufacture a new barge to carry 6,000 tons for a client that required less steel and saved $20,000 in steel costs, and
  • Unverferth Manufacturing Co to create a new strip-till subsoiler in only 3 months that was ten times stronger than its predecessor, required less parts and cost thousands less to make.

Optimization offers similar benefits to your supply chain. It:

  • allows you to redesign your supply chain network to be more efficient,
  • allows you to source the optimal amount of product at the optimal cost, which saves you a ton of money,
  • and allows you to complete sourcing projects in weeks that used to take months.

So stop waiting and just do it.

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A Hitchhiker’s Guide to e-Procurement: Terminology

Mostly Harmless, Part XXIV

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The first post of the series indicated that this brief guide will define what e-Procurement is, isn’t, and how it relates, or fails to relate, to e-Purchasing, EIPP, P2P, and e-Sourcing. Now that the basics of e-Procurement have been covered, this post will address the terminology before the series concludes.

EIPP stands for Electronic Invoice Presentation and Payment. It is not the same as e-Procurement because any system capable of accepting invoices, processing invoices, and queueing them up for payments can be labelled an EIPP system. Such a system does not need to support requisitions, purchase orders, or analysis, all key steps of the e-Procurement process.

P2P stands for Procure-to-Pay. By definition, such a system only needs to support core purchase order functionality, which lets the supplier know that goods and services are desired, invoice functionality, which lets the buyer know that the supplier has shipped and/or delivered the goods and payment is expected, and payment approval, which lets AP know it can queue a payment against an approved invoice. Like EIPP, such a system does not need to support requisitioning and the associated approval process, does not need to support goods receipt, and does not need to support analysis or tax reclamation. It may or may not include catalog support.

e-Sourcing stands for the electronic implementation of the strategic sourcing cycle, which starts with spend analysis, moves onto RFX and/or e-Auctions, then to optional decision optimization, and concludes with an award and contract. Such a solution does not need to contain any e-Procurement functionality whatsoever.

Then, there’s e-Purchasing , the doctor‘s personal pet peeve, as it has no well defined meaning outside of the UK public sector, where it is a hybrid of the core e-Negotiation technology of the e-Sourcing process, namely RFX and/or e-Auction, and the core capabilities of the e-Procurement cycle, namely requisitioning, approvals, purchase orders and SOWs, invoices, and e-Payments. When used by a vendor, it could refer to any combination of e-Procurement and e-Sourcing technology and such a solution should be reviewed with care.

Of course, many vendors will misuse all of these terms as well as e-Procurement, so one will have to review any shortlisted solutions with extreme care, but this is what the terms mean and why none are synonymous with e-Procurement.

Next Post: Summary

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