Category Archives: Best Practices

You’re Not Doing Supplier Performance Management (SPM) Right Unless it Improves You!

This post was inspired by a LinkedIn post from Celia, founder of Vendor Score IT, who says that if your suppliers aren’t evolving, they’re holding you back.

Celia is perfectly correct in that you will be held back by suppliers who refuse to progress, but another key point that really needs to be addressed that all of the supplier performance management advocates miss is the following:

If you’re not evolving, you’re holding your suppliers back.

When you need to step up performance, you can’t put all of the blame or all of the responsibility on the supplier. You have to take some too. First of all, you selected the supplier. Secondly, you didn’t monitor the supplier closely to ensure that the supplier performed up to your level of expectation. Thirdly, you know what the customer wants, as well as the performance you expect, better than your supplier. Fourthly, you should be leading the innovation charge, as the one responsible for value-add for the end-customer.

Furthermore, when it comes to Supplier Performance Management (SPM), while it’s super easy to just drop the under-performing suppliers and replace them with better performing ones … simply adopting better suppliers doesn’t make you any better as an organization. In fact, not only will you have a new set of suppliers in the lower median who then become under-performing, but overall performance scores will go down because you are not enabling them to perform better.

You don’t want to ditch poor metrics because they are holding you back, vendor reviews to ensure they are striving to get better, or take a growth mindset to make them perform better.

You want to ditch poor metrics because they are forcing suppliers to perform sub-optimally to score well in your system, you want to do “vendor reviews” to open dialogues about how you can help them improve (because, with a three year commitment, they’ll buy a new machine, upgrade their warehouse and use new pallets to reduce breakage, improve quality control processes, etc.), and use your growth to fuel theirs as well.

How do you identify the bad metrics? How do you identify where you are holding them back (vs. them holding you back)? How do ensure that you get the growth you need? By taking the mindset that it’s at least as much your fault as there’s (and probably more), by going in with a joint improvement mindset, by listening to them (and, if necessary, reading between the lines to see how their focus on certain metrics, such as OTD or year-over-year production cost decrease [when energy costs are going up and it’s forcing them to sacrifice quality], is actually degrading their performance), and asking them to contribute to improvement plans. (i.e. You make it clear that you are going to work with them on joint improvement, not just dictate plans to them or expect them to do all the work. And that they should take advantage of that because, otherwise, you’ll find another supplier who will work with you if they won’t. A good supplier will jump at this opportunity.)

By improving your organizational performance, you will encourage your suppliers to improve their performance as well!

Why Does Everyone Believe the AI Hype?

the doctor used to love AI. He spent a decade and half actively promoting it (and wrote two extensive series on The Complete AI in Procurement, Sourcing, and Supplier Management), until Gen-AI and all the false promises bundled with it came along. (Neither it, nor its successor, will be your saviour. It’s not intelligent, not general purpose, and unless your problem ultimately reduces to large document summarization and query, will not solve your problem. Any claims to the contrary are, and, for the foreseeable future will continue to be, false.)

Recently, THE REVELATOR, who is also becoming a little jaded, decided to ask Why does everyone believe the AI hype? (Source)

Of course, the doctor needed to answer.

Why did the American public believe the administration would be any different this time?
(For that matter, why does any first world nation believe their newly elected administration will be any different this time?)

Why does the public at large still believe in the lies that have been fed to them since they were born?
(Primarily American, but Canadians are doing their best to learn from their neighbours!)

Because there is no better producer, packager, and purveyor of Bullsh!t than American Media!
(Although we try, we Canadians can only dream of producing BS that good!)

That’s what the Big AI players use to their advantage
(with their hundreds of millions to billions of dollars and their huge marketing budgets)!

The Procurement Dynamo put it best in a recent comment when he said that we are wired as humans to be lazy and it’s easier to just believe what is being pumped out to us on all the digital channels we consume everyday than do our research, understand the half truths being fed to us, and draw our own conclusions (especially when Math, where the US is now 35th in the OECD PISA rankings, is concerned).

But it doesn’t stop there, not only are we plagued with:

Laziness: Overworked workers being tasked with the nigh-impossible on a daily basis with limited TQ don’t want to design systems, especially when that’s what the vendor is being paid for.

We also have to deal with greed and stupidity making matters worse.

Greed: Investors and rich big company CEOs don’t want workers who want to be paid fair wages, as then they have to deal with worker’s rights (for now at least, but maybe not for much longer in the USA at the rate the government is being dismantled), maternity and sick leave, paid overtime, etc. when they are being promised a software robot that will work 24/7/365 without complaint for a “small” annual fee.

Stupidity: The zealots at many vendors have adopted tech as their religion and messiah and refuse to learn the domain and how to solve a problem with a human centric point of view, believing that, with just a little more development, the tech will magically get there.

And this is why we have so many people blinded by the hype and so many people buying into it.

This isn’t to say that there aren’t real vendors with real AI-backed technology that actually works (because there are, such as ForeStreet that we just covered), it just means that unless you find one of these vendors (which are now in the minority, but SI WILL cover these vendors as it identifies them), and hire intelligent, hard working people who WANT to solve problems and give them the necessary resources to identify these vendors and properly implement ad configure these solutions, you’re not going to get results. Just false promises.

Now that you have the unfiltered answer, do you need to keep asking the question? 😉

Blind AI “Agents” Will Only Worsen Any Situation!

THE PROPHET recently posted that The AI Overton Window is Open in Government Procurement and that makes the doctor scared for you. The damage they can do in private situations is bad. The damage they can do in public situations is much, much worse.

The following obvious outcomes that the doctor already noted in his rebuttal are just the tip of the iceberg:

  • biased awards
  • overpriced awards to holdings of the billionaires that provide the tech
  • non-compliant awards because submitting a form is NOT verifying quality
  • billions lost to fraud as foreign bad actors use their AI to game our AI and direct Billions to accounts that will quickly be emptied to offshore accounts and then untraceable crypto!

For those of you that haven’t figure it out yet, all AI is biased as it is trained to repeat the patterns found in the training data provided, and all of that data is biased to existing providers and decision patterns of biased award judges who find sneaky ways to direct contracts to the recipients they want to give the business too (whether or not they are the best value for the taxpayer’s money). If your President and his DOGE are telling you the truth, fraud (and thus bias) is rampant, and “AI” will just perpetuate that.

Since there are only a few players who are big enough to handle the data volumes and computational workload that would be required to support the US Federal Government, they have an effective monopoly. As a result, they can charge pretty much whatever they want and get it. (And we have already seen how overpriced this technology is. Total Open AI funding to date: 17.9B [TrackXn] compared to total DeepSeek funding to date: 1B [Pitchbook]. The model is more or less as good as the OpenAI model at less than 1/18th the cost [although there is the issue of the controlling company and country]. The next iteration will probably be built for under 100M. Just don’t expect any improvements in performance. There are inherent limitations in the underlying model/technology they keep building on, we don’t have anything better, and given that it usually decades between real breakthroughs in research, we likely won’t until the late 2030s.]) The end result is that the government will probably end up paying twenty (20) to one hundred (100) times what the technology itself is worth because of the lock on the market the big players have in the US.

Applications can only process the data given to them, they cannot confirm it’s validity. All a supplier has to do is lie on a form or get a third party to (electronically) sign a false form (with a small bribe), and, voila, the AI thinks the supplier meets all the requirements. As long as the supplier is the lowest cost and/or highest score on other metrics (which can be achieved through the submission of false data that matches what the algorithm is looking for), it gets the award. And the taxpayer suffers.

Taking this one step further, if awards come with an up-front payment, all a foreign actor has to do is register a fake front company on American soil, bribe third parties to help it submit a lot of false forms, game the system, get the award, get the up-front payment, wire it to an untraceable offshore account, and disappear and if that up-front payment is millions of US dollars, its easy money. Now, if the government is smart and insists that there is no payment until delivery, depending on what that delivery is, if cheap knockoffs can be produced at a fraction of the price (that don’t have the reliability, lifespan, etc.), then this trick could be used, and then, after a few large shipments are delivered, and before the poor quality products break down, the supplier could all of a sudden close shop and disappear. If this doesn’t work, if the foreign actors are training their AI to generate realistic looking data to be fed into America’s AI, it’s just a matter of faking a delivery receipt to accompany an invoice for goods not delivered, getting that first payment, and then disappearing. This is just the tip of the iceberg of obvious fraud opportunities (and every worst case hypothetical situation in your espionage movies and books will come to pass, and more).

In other words, only bad things will happen if you try to deploy AI “agents” to do a human’s job!

We need to stop this ridiculous focus on AI Agents and instead focus on AI helpers. We need to end these bullsh!t claims that we are going to achieve full artificial intelligence and instead focus on augmented intelligence and build tools that enable white collar workers to become super human in their jobs and do the work that used to take ten people. Because that IS possible today (and has been for a while, especially since that was the route we were going down before “chat, j’ai pété” came along with its false promises of artificial intelligence, reasoning, etc.).

All we have to do is, for every problem, apply our human intelligence (HI), design, or redesign, a the process to solve it so that all of the tactical data processing (the thunking the machines can do a Billion times better than us) is separated from the strategic decision making (the thinking the machine cannot do) and the machine automatically does all of the data processing and thunking that needs to be done at each step so that we have the knowledge (processed data) we need to make the right decision (and a well designed interface that allows us to quickly absorb the summary, identify factors that might change the typical decision, and dive into the knowledge and underlying data) and be confident in it.

In other words, we shouldn’t be doing the same analysis and running the same reports over and over again, the machine should automate all of that [as well as various outlier analysis] and present us with the summary, whether it is typical or atypical, the decisions and actions we typically make in similar situations, and the results typically achieved. In many cases, a well-designed process and properly encoded knowledge will result in the machine making the right suggestion, and all we will have to do is verify a suggestion. When it’s wrong, the system should still have the appropriate decision encoded as an alternate the majority of the time, and we should just have to select that. And in the exceptional situation we never thought of, or for which it has no data, we will still be able to alter the process, encode our reasoning, and recode the system to suggest the right action the next time the situation arises, meaning that we will not only start off being ten times as productive, but get more productive over time.

The only real constraints we have are on the data we can leverage due to

  1. the lack of good, clean, verified data (and AI will NOT fix that) in most organizations (private and public)
  2. the lack of proper tools to do an office job in the modern age!

For example, if you give me the right modelling, analytics, optimization, and RPA tools, I can leverage ALL the data at my disposal to arrive at the optimal decision (given the time to do so). But how many Procurement personnel have access to all of these tools? Moreover, what percentage of those personnel would know how to fully leverage those tools (considering you need advanced degrees in mathematics and computer science to do so today). And what percentage still would have the time to do so? The percentage can be expressed by a single digit in industry (if you round up). It’s worse in government! But properly designed tools that embed best practice and human intelligence on top of these tools and bring the knowledge requirements down to what an average Procurement professional has would allow them to be ten times as productive in their analysis and make the right decision every time.

Moreover, the compliance slowdown that people are grumbling about is due to lack of good tools (RPA platforms that walk the users through the process) and people to do the work that HAS to be done manually. (And AI is NOT going to fix the fact that health, safety, quality, and oversight inspectors, where you don’t have enough qualified people to begin with, can be fired in droves and further increase backlogs.)

And guess what? We still handle unstructured data better than AI as some of the BS it continues to spit out in what they call “edge cases” is astounding! (the doctor really hopes the maverick doesn’t go mad in his conversations with DeepSeek — it almost drove the doctor mad just reading them!)

In other words, the core of any business function MUST continue to be HUMANs applying HUMAN INTELLIGENCE (HI!), and modern technology must AUGMENT (not replace) every function. Properly (human) designed and (human) implemented systems that use the right Augmented Intelligence technology (not the hype of the day) to supercharge a human-driven process can make the human easily ten times more efficient in some cases. (But left to their own devices, interacting AI agents will, more-or-less, as Meta found out in multiple forays last decade and this decade, self destruct.)

2025 Is Just Another Year … But Is It All Doom and Gloom? Part 6 (Wayward Son)

The real answer is: yes (for the majority) and no (for the minority). So be in the minority. And continue to

Keep Calm and Carry On

Ignore the FOMO (Fear Of Missing Out) and the FUD (Fear, Uncertainty, and Doubt) that the vendors and analyst firms are trying to instill in you on a daily basis in an effort to get you to buy, buy, buy something that you probably don’t need and definitely won’t work for you. (Just remember that tech project failure rate has reached an all time high of 88% [and climbing]. The more FUD you fall for, the more failure you’ll see in return.)

It’s not about the shiny new hotness, it’s about what actually solves your problems and works for you. And, as I’m not sorry to say, more often than not in back office data processing (which Procurement is), it’s usually the Old Busted Hotness that gets the job done.

Moreover, the fundamentals of problem identification and problem solving HAVE NOT changed.

  1. Understand the problem
  2. Formulate the problem
  3. Find the root cause
  4. Identify potential solutions
  5. Evaluate potential solutions (independent of marketing or underlying tech)
  6. Select and implement a solution

And you can do this using one or more general problem solving strategies. Moreover, if you need to understand the underlying tech, you can employ an expert to help you. When it comes to solution selection, the right consultants are cheap, especially when they have a solid foundation in Tech and the Domain in which you are trying to solve the problem, and you don’t, and these consultants already know a large number of potential solutions to help you evaluate. (Sometimes hundreds of them.) (Need help finding the right consultant? You can always contact the doctor.)

Furthermore, while it could be difficult to figure out the process you should be using and the system you should be using to implement the process, there are expert consultants who can help you map what you have, explain the art of the possible, explain the pros and cons of each process choice, and come up with the real requirements for a solution RFP (which should NOT be a list of feature and functions, and should not specify the how, only the what — and if you don’t understand why, engage a technology expert to help you with the solution/technology RFP and DO NOT use a FREE RFP Template as they are all lies)!

Roll Up Your Sleeves

Staples lied to you and all of the vendors repeat the lies daily. There is NO Big Red Easy Button. There is no Magic Gen-AI solution. There will be no Agentric AI that will come along and make your job super easy — and if you are using any of your intelligence whatsoever to make strategic decisions, the technology will not replace you. (But properly applied, it will enhance your performance beyond belief … you’ll be able to do the work of ten (10) or more peers! Now, this might be bad news for your peers if they can’t adapt and aren’t near the top of their game, but fortunately for us, talent is super scarce in Procurement and no one who’s good at their job should be in danger of losing it, as long as they are willing to skill up and keep performing).

But you will need to do a LOT of work to figure out what you need, why you need it, how you employ it, how you will utilize it most effectively, how you will achieve the ROI, and how you will build and sell the business plan. Then you have to manage the vendor selection process properly, the implementor/integrator process properly, the training and adoption process (because it’s NOT a matter of if you buy it they will use it, it’s more like if you buy it they will do everything they can to bypass it until it is easier to use the system than bypass it and everyone understands it). And when it comes to training the ML/AI enabled systems and verifying their recommendations, you won’t just need your brain on full, but your research skills on full as these systems are so convincing even when the recommendation is the worst recommendation possible that lesser minds will just accept the recommendation blindly.

Be ready to use your Human Intelligence (HI!)

The more advanced the technology gets, the MORE you need to use your human intelligence. Your job will get much more mentally challenging, as it will soon revolve entirely around strategy and system training (and, of course, human relations — what the technology cannot do), as the promises of an easy life multiply. However, once you select, implement, train, and wrap your mind around the new technology, the (physical) effort and drudgery you will have to employ will decrease significantly as that is the work that will be turned entirely over to the system. A human intelligence that can properly make use of augmented intelligence is the one that will enable Procurement to thrive.

And Remember

Just because 2025 is just another year, that doesn’t mean it has to be another year of struggle. Just because vendors won’t make a difference; analyst firms won’t make a difference; and the C-Suite likely won’t see beyond their desperate need for cost savings (if only to increase profit so the CEO can take home a few more million dollars he doesn’t need); that doesn’t mean you can’t make a difference. As we’ve pointed out, we’ve reached a point where you can, even with very little budget to help you. You just need to do it, start saving, and use those savings to invest in more tools and processes that create more value. But you have to take the lead. It’s up to you.

2025 Is Just Another Year … But Is It All Doom and Gloom? Part 5 (Risk Reduction)

It’s just another year, unless you look beyond the hype, identify true talent, give them real solutions, and then truly tackle the threats … with strategies for success.

Supplier (Plant) Shut Down

In reality, typically only three things shut down a supplier:

  • Bankruptcy
  • Disasters
  • Governments

With respect to each of these:

  • you can typically predict bankruptcy from financial monitoring, which is easily available for public companies, semi-available for private companies that survive off of international trade (just monitor the public trade data), and highly correlated with a noticeable decrease in quality or performance (which can be predicted off of your data)
  • you can’t predict disasters, but based on geo-location, you can predict type and likelihood, and subscribe to news-based event monitoring services to identify when one happens that likely impacts your supplier (and then verify) so you know the minute a disruption occurs, and not three months later when the order doesn’t materialize
  • governments will generally only shut down a company if it is a fraudulent enterprise or when they are taking something over that was private; your category expert consultant can let you know whether or not the country the supplier/plant is in has a history of forced public acquisition or is eyeing restrictions on the industry (and otherwise, the risk is pretty much non-existent)

Supplier Becomes Unreachable

This usually happens as a result of three things:

  • sanctions
  • border closings
  • customs / port shutdowns due to strikes

With respect to each of these:

  • sanctions are typically politically driven and hard to predict, but a sanction list monitoring service can inform you within 24 hours if a supplier or connected party has been sanctioned
  • border closings usually result from trade wars or real wars, and news monitoring can indicate potential that can be monitored, and once the threat gets too high, you can proactively identify new / switch suppliers
  • customs / port contracts with unions in terms of validity dates are typically public knowledge, and you can monitor when they end, and whether there is any news that negotiations have started once you get close (say 3 months) to expiry … as well as monitor statements put out by both sides during negotiations that could indicate a strike (vote) (and look at the history to see how often a strike [vote] results in a strike, how long it usually lasts, etc.)

Supplier Loses Access to Raw Materials

With respect to a supplier losing supply, they have the same risks you do with respect to supply lines, plus two more major ones and one more minor one:

  • sanctions, border closings, and strikes
  • mine collapse / crop destruction from a natural disaster
  • government reclamations or limitations on natural resource extractions
  • mine / well runs dry!

With respect to each of these risks, if you map your supplier’s critical supply chain:

  • you can monitor sanction lists for sub-tier suppliers and news sources for events that would lead to border closings and strikes as you do for your suppliers
  • you can monitor news sources for events that indicate a natural disaster that would threaten or destroy raw material supply
  • you can research past history and monitor news sources for indications a government might restrict access to or reclaim natural resources from the private supplier in your supply chain
  • you can contact environmental experts to determine when a given source a sub-tier supplier depends on might run out!

Logistic Route Cut-Off

This is pretty straightforward to enumerate. In addition to port closures above, you have:

  • major carrier strikes and failures (as only public postal services can run deficits ad infinitum)
  • natural disasters that take down major roads, bridges, and ports
  • intermediate border closings on current routes

And the way you handle each of these is to:

  • monitor the financial scores from the financial monitoring services and the union contract expiry dates to know when you need to look for negotiations and negotiation status to try and predict if you will need to lock in new carrier contracts before competitor quotes go through the proverbial roof in response to your carrier striking
  • monitor news sources for natural disaster events along your major supply routes
  • monitor geopolitical situations across countries on your routes

Procurement risk management doesn’t have to be hard to not only be good enough, but considerably better than your peers. Dwell on that.