Category Archives: Best Practices

If AP is the Tax Department, Make Sure They Optimize Tax Recovery!

A recent guest post on spend matters that called “Accounts Payable: The New Tax Department” noted that as governments worldwide continue the fight against tax fraud, they are requiring more data from enterprises, even down to the individual invoice level.

The guest post also notes that VAT/GST payers often find these requirements onerous, as they can delay operations and increase processing costs for individual transactions, but it doesn’t have to be this way.

An appropriate software platform that supports both customer e-Invoicing from invoices that originate from the organization and customer paper invoicing and also supports the tracking of each tax collected (against an appropriate tax code) can make the identification, consolidation, and submission of such invoices a snap (as long as it supports the required output data format). One click can generate the “tax package” for a country of choice and a simple upload to the government site can send it on its way. It doesn’t have to be hard.

And even if your organization does not have to do this today, it should plan for it, especially if it wants to go international. Currently, as per the post, 16 countries require individual tax invoices and the number is growing. Moreover, many countries can ask for them at any time and an inability to produce quickly can land you in very hot water.

But even more important than tax payment is tax reclamation. If you have a really good platform, it will allow you to import the invoices you receive from your suppliers, track the tax you pay by tax code, and automatically calculate tax owed to you (as you pay tax you collect and get reimbursed for tax you pay in many countries) as well as the supporting tax package (if required). Remember, the governments typically only care about getting their share and the invoice submission laws are all about making sure you pay what you’re supposed to, not about making sure you get credit for what you pay.

Now, if you are operating in a dozen countries, it will be up to legal and finance to figure out which ones you have to collect in, report in, and what taxes and reports are relevant, and this will generally be beyond the capability of most e-Procurement and AP programs, but the necessary data:

  • standard tax code id
  • UNSPSC and/or HTS code
  • collected / paid
  • amount
  • date
  • etc.

as well as the required data formats (EDI, XML, etc.), and one-click import/export (for a standard date range) are easy to support — and any good e-Procurement platform should support it (and if it doesn’t, it’s not a platform for you). And you need one of these, so you can get the AP department what they need to not only make governments and suppliers happy, but make sure you reclaim every penny of tax globally you are required to. Taxes add up … fast … when not reclaimed. So make sure your Procurement platform does what it needs to do to support your reclamation.

Key Questions When Selecting a Multi-Criteria Supplier Sustainability Monitoring Solution

In our last post on why Supply Risk Management Can Not Be Siloed, we noted that the average organization was not properly managing risk, and this was not only costing the organization time and money, but putting it at significant risk. We noted that there were a number of reasons for this — which included a lack of time, resources, and even immediacy — but the biggest reason was because there is a lack of cohesion in the fragmented risk management approach employed by many organizations. But we also noted that there was something the organization could do, namely, take a holistic approach to sustainable risk management.

In a holistic approach to sustainable risk management, risk management is centralized through a Centre of Excellence (CoE) that holistically manages risk for the entire organization. This CoE will put together policies and procedures that not only ensure that

  • every supplier is covered
  • on all relevant dimensions
  • but not on irrelevant dimensions
  • without any duplication of effort

but also ensures that

    • there are no false positives in the risk assessment and
    • there are no false negatives

Part of these procedures will include regular monitoring for risk and the regular re-examination of risk and sustainability of organizational suppliers and potential suppliers. And best practice will dictate that part of this monitoring and review will be automated by a multi-criteria supplier sustainability monitoring solution and supported by a provider that specializes in this type of platform as the monitoring will need to be maintained and adjusted as new data sources become available, old data sources go offline, and the depth of data changes over time.

But how do you select a good provider, and, most importantly, how do you select a good platform to meet your multi-criteria sustainability needs? The first thing you do is understand what makes a good platform and what the platform needs to do to take away your risk and sustainability management and your risk and sustainability monitoring pain.

To help you achieve this goal, the doctor recommends that you download Sourcing Innovation’s latest white paper on 5 Essential Criteria for Selecting a Supplier Sustainability & Risk Monitoring Solution, sponsored by Ecovadis, that will help you understand what a good sustainability and risk monitoring solution needs to do, not just what features or functions need to be in the brochure.

Only an Optimization-Backed Sourcing Platform will Answer a Buyer’s SOS


We all know the importance of a good Sourcing Platform to power our Procurement Value Engine. But even after multiple posts (on Sourcing Innovation) and (white) papers on the topic, one still might not be convinced that an optimization-backed sourcing platform is truly necessary. If the organization is still getting reasonably good results from its (last-generation) sourcing suite, has a large number of templates, workflows, and processes configured for its key/strategic categories, and has a consultancy/service provider that handles its tougher events (and they use an optimization-powered platform for those few really complex or high-dollar categories), it might think that everything is fine. And the reality is that everything is fine … until it isn’t!
from How Optimization-Backed Sourcing Platforms Save Our Souls . . . Or At Least Our Backsides


One has to understand that disruptions don’t only occur in the supply chain after the contract is signed, they occur during the sourcing process, and a significant disruption can result in an evergreen contract renewing at above market prices (which is bad) or a contract expiring and the organization left with insufficient inventory and no source of supply in a tight market (which is worse). And even if the disruption doesn’t result in an evergreen renewal or a (costly) inventory stock-out (that shuts down a production line), it can still result in increased costs, increased risks, and missed opportunities.

Sourcing events need to go smoothly, but in a typical sourcing platform, as may of you know, that’s not always the case. Sometimes suppliers change the rules, and sometimes the rules just change, and everything, as they say, quickly goes to hell in a handbasket.

For example, all of a sudden at the 11th hour, a fire happens or a border closes, and a supplier offers you a backup location, or pulls out, and you need to bring in a supplier at a new location. Your transportation bids are useless, your risk profile is unuseably skewed, and maybe even your whole event setup is useless, and you have to start over. And this is just one of a dozen scenarios that can flip an average buyer’s world upside down with an average sourcing platform.

But if you had a flexible optimization-backed sourcing platform, instead of going back to square one, you’d just keep on truckin’ with an optimization-backed sourcing platform as they are designed, from the gorund up, to support dynamic, complex, cost models, dozens of what-if scenarios, and ever changing real-world requirements and made for change.

A factory and associated lanes disappears, no problem, it is just removed from the model with a single click. A new one is added? No problem, define the associated end points, the lanes are automatically populated, and a partial bid survey can be resent to all incumbent suppliers for revised bids. These are then loaded into the model, amalgamated with current bids, and the model is solved. No starting from scratch, creating new RFPs, creating a new model structure, etc. Just a few simple changes, a few new bids, and everything keeps on going like nothing ever happened.

And this is only one way optimization-backed sourcing platforms save a buyer’s behind. For more, check out the doctor‘s latest paper on How Optimization-Backed Sourcing Platforms Save Our Souls . . . Or At Least Our Backsides, sponsored by Trade Extensions, and realize that if you don’t have one, you need a proper sourcing platform today.

How to Screw Up a Procurement Job Interview

Recently we published two guest posts from Charles Dominick of Next Level Purchasing on Assessing a Procurement Team’s Skills and Training a Procurement Team, but these were not his first. Nor his only good work. Five years ago we ran this post targetted not at procurement organizations, but procurement professionals who want a better job based on a great post on 5 [Common] Ways to Screw Up a Purchasing Job Interview that he published over on his Purchasing Blog.

Charles’ must read advice indicated that the following WILL screw up your interview:

  • taking an interview late in the processas all future candidates are compared to the one once that candidate is identified
  • not being prepared for the most common interview questionwhich, succinctly, is tell me about yourself

     

  • not distributing eye contactwhen being interviewed by multiple people
  • saying anything negativeas you will not be seen as the proactive team player they want to hire and
  • using slang inappropriatelyas there is no guarantee that an interviewer is going to understand what you mean, and if you say you are hotter than a fox in a forest fire for the job, and the interviewer isn’t familiar with that phrase and a strong PETA advocate …

In addition, the following will also screw up the interview:

  • not dressing appropriatelyeven if the company has a very laid back atmosphere in the workplace, don’t show up in shorts, a Hawaiian shirt, and sandals (as they need to know that you can make a good impression in front of a supplier)
  • over-stating your skills, experience, or knowledgeas you will be interviewed by the best and brightest and they will find you out
  • not knowing the market for the common Procurement categoriesif the job is in the electronics component division and you know nothing about the state of the semiconductor market, that’s not going to look good when they ask if you have any ideas to control costs in that market
  • not knowing what the company doesif they are an engineering company that primarily makes electronic components for personal entertainment and the automotive sector, but you only know them for their video game division, that’s not going to look good when they ask how you plan to reduce costs in the automotive division
  • not knowing the competitionand this is doubly damaging if you walk into the offices with the product or logo of direct competitor anywhere on your person.

Best Practices for Agency Evaluations for Strong Client-Agency Relationships


A good agency evaluation process helps marketers improve their return on
marketing investment through better relationship management, which translates into more high-quality work at a faster output and with improved quality results.
Richard Benyon, DecideWare
Surging Ahead, ANA Magazine, June 2016

But what is a good evaluation process?

Let’s start with what marketers do now. When evaluating an agency or a potential agency, marketers collect data and then apply that information to attempt to make better decisions in agency selection using a four-step process.

  1. Identify whether or not the agency has top talent.
  2. Optimize to ensure the talent is working in the most efficient and effective manner.
  3. Then, depending on the situation, fix problems or reward success.
  4. Work to improve their processes to enable the agency to do their best work.

This is a great process, but, as Richard says, before creating a new relationship or extending an existing one, it’s extremely important to have a clear purpose as to why an agency is being evaluated and what the evaluation should achieve. As Richard says, before beginning an evaluation, marketers need to understand:

  • how they will wunderstand agency strengths and areas for improvement,
  • how they will enable the agency to do its best work, and
  • how the evaluation program will be used as a component of incentive compensation.

A good relationship, like a good Procurement Value Engine, is effective (and uses agency strengths), efficient (and enables the agency to do its best work), and sustainable (and incentivizes the agency to continue to do its best work as time goes on).

In addition, it supports the strategic goals of the marketing department — which should be known before the evaluation process begins to make sure the organization knows which strengths and processes will best support the evaluation.

This means that it’s critical to ask the right questions in an evaluation — questions that will deliver actionable information relevant to the assessment at hand. Designing these questionaries is not easy. Not only do the needs of all departments interacting with the agency need to be met, but the questions needs to be focussed with respect to the strategic goals.

So how do you balance the needs with respect to the goals without overloading the agency with meaningless questions and useless work?

As Richard puts it, you need to be

  • lean,
  • impactful,
  • relevant,
  • consistent, and
  • reflective.

And, of course, get the timing right. What does this mean? And how do you do that? That’s the focus of Richard’s latest article by Richard Benyon on Surging Ahead. Check it out.