While Claritum might sound like the latest miracle drug for the sinus, it’s really the latest miracle drug for Procurement — and when SI says miracle, it’s because, properly used, it really does work better than expected.
So what does Claritum cure? SOOM. (Not VOOM, SOOM!) Spend Out Of Management. How does it cure this? Before we can answer that, we have to identify the main types of SOOM.
If Spend Under Management, SUM, is typically spend that is (strategically) sourced or requisitioned/ordered through the e-Procurement system (by way of a catalog, punch-out, requisition, or spot-buy) and tracked then SOOM is, simply put, everything else. What does this everything else look like?
- maverick spend
- one-time buys (for promotions, special projects)
- print/packaging
- Travel & Expense (T&E)
- Event
- MRO
- Marketing Services
- Uniforms and Apparel
- Furniture
- office products / consumables
- low-dollar services and temporary labour
- unique needs not met by current suppliers
- misc. p-Card spend, including the strip club bill
Essentially, it is the “tail” spend of the organization (especially if it shows up on the p-Card of a certain executive or salesperson). In an above-average organization, this will typically be 20%-ish of spend. In a below-average organization, with a lot of spend managed by various departments and a lot of maverick spend, this could be 40%-ish of spend.
In other words, SOOM is everything Sourcing hasn’t sourced and Procurement can’t manage. Why can’t Procurement manage the spend? Let’s take the examples one by one.
- one-time buys (for promotions, special projects)
there is no RFX template, so the system is just by-passed - print/packaging
thesystem isn’t set up to handle print jobs, so the staff just goes to staples or office depot - Travel & Expense
there is no T&E platform support, so everyone just uses their own credit cards and expenses a month to three later because it’s easier - Event
event management has unique requirements, and so is done offline - MRO
service calls are unplanned, parts are bought as needed, and janitorial supplies are too insignificant for sourcing - Marketing Services
marketing statements of work and account management requires special support, not in a standard RFX, so the tool is again bypassed - Uniforms and Apparel
sizes, colours, etc. aren’t on the standard RFX, and it’s one time, and it’s easier to order through the supplier site, so that happens - Furniture
it’s a one-time buy, so just go to the furniture store, put it on the p-Card - office products / consumables
there’s no simple reorder form, so it’s simple to just have the accounts manager ship and bill you the monthly order and pay on the p-Card - low-dollar services and temporary labour
it’s easier to call up the temp labour agency or the consultancy of choice, have them send the resource, and bill you later than try to go through the process - unique needs not met by current suppliers
since the system isn’t set up for supplier discovery, you do the web search, have a few chats, find a supplier you feel comfortable with, have them ship the products, send the invoice, and then you instruct AP to pay it upon goods receipt - misc. p-Card spend, including the strip club bill
for anything non-standard, if the p-Card is accepted, it is easier, especially if it’s spend you want to hide the spend until it’s too late for the organization to do anything about it (and there is a process that allows you to do so) - maverick spend
for anything the buyer wants to break the rules for
In other words, the main reasons Procurement can’t manage the spend are:
- the buyer doesn’t want the spend managed,
- the process doesn’t support the spend, or, primarily,
- the Sourcing and Procurement platform(s) don’t support the spend.
And that’s the kicker. Most platforms have been designed to capture the strategic or high-volume spend and customized to that, following the 80/20 rule under the assumption that most of the savings is in the top 80% which has the volume leverage and supplier relationship leverage. And while this is mostly true, especially since advanced sourcing can save an average of 10%, indicating that there is 8% potential savings, this 8% savings is only achievable over a 3 year timeframe, as most organizations only strategically source about 1/3 of their spend annually. In other words, an average organization repeatedly sourcing the same spend only saves about 3% annually. What goes unnoticed is the bottom 20% of spend which, due to lack of analysis and effort, typically contains an overspend of 10% to 30% (with an average overspend in the 15% range). This is significant. 15% of 20% is 3%, about the same as an organization pushes to the bottom line with strategic sourcing. And this spend is made every year, and this savings, if the spend could be managed, is available every year. If I’m losing out on 50% of my savings, I Want A New Drug!
So if you had a platform designed for this tail spend, which supported the right processes needed by the individuals who contribute to tail spend, most of this spend could be captured. And that’s what the Claritum platform is designed to do – capture all of the tail spend that buyers throughout the organization need to make. How does the Claritum platform do that? Come back for Part II.