Category Archives: Knowledge Management

The Prophet‘s 2024 Procurement Prediction Number 10

A “CFA-like” Credential Emerges in Procurement and Supply Chain B+.

The Prophet says that the procurement and supply chain industries, similar to most others, excluding finance, are lacking any certifications/credentials, by those “in the know,” as a superior qualification for a job than even a top degree from a world-class or specialized university which is totally true.

The Prophet also says that organizations such as CIPS, ISM, SIG, etc., might disagree with this viewpoint which is also totally true. The Prophet does note that he supports all of these organizations, which the doctor does as well, and that he believes their training materials are highly valuable, which the doctor doesn’t across the board. (the doctor has seen some of their training materials. While some of their training materials provide a very good foundation, some of their training materials are not so good. Most of these organizations are very weak when it comes to analysis, tech-backed processes and practices, government/industry specific compliance requirements, risk management in today’s increasingly fragile global supply chains. etc. But when so many Procurement departments are struggling with the basics, understanding what their role is, and how ethics should enter the equation, we do need these organizations and that is why the doctor supports them while reminding you to do your homework when it comes to training. Use them for their strengths, not their weaknesses.)

The Prophet then suggests that in 2024, credentials will take on new meaning, and the best ones, particularly those challenging to obtain and requiring rigorous exams (which many fail), similar to the CFA in finance, will begin to take on a new significance in Procurement.

the doctor agrees with the principle, but does not agree it will happen this year, or even next year. Why? This will only happen with industry regulation, and that only happens in two situations.

  1. when an industry-led body gains enough support from the majority of professionals in an industry to make it a de-facto requirement in any employer of any size to get a high-level procurement job; no organization yet has that weight, and we’re not going to see the NLPA, SIG, APS, etc. all fold into the ISM, and definitely not into CIPS, which is pseudo-global (as it has made progress in some of the Commonwealth); this means that we’d need to see a new industry initiative that gave all parties representation and allowed them all to contribute to the standard and exam — for this to form, a certification to be adopted, and a test accepted will take years
  2. when a government forces a requirement that can only be met by a certification (and either creates their own or adopts one); governments move slow, and when we have the situation in the US where
    1. the republican focus is on ripping democrats apart for what they didn’t do, rolling back human rights to the fifties, and installing a wannabe dictator as President-for-Life
    2. the democrat focus is on shaming the republicans, selectively protecting the human rights they want, and taking up the former republican war mantle (since Trump just wants to be a dictator, which doesn’t profit the military complex) and doing everything they can to back Ukraine and Israel (including risking World War III with their Middle East bombing of Yemen vs. just destroying every Houthi vessel launched into the water)

    and the situation in the UK where

    1. the conservatives are too busy trying to keep Dishy Rishy from making them the laughing stock of the political world (as he’s so far disconnected from the common person he has no clue)
    2. the liberal (democrats) are too busy trying to counter the conservative support for the global wars and lack of focus on the situation at home by being extra woke (and we know how that fared in America) …
    3. when we look at the NHS mess and postal service mess and their apparent unwillingness to do anything meaningful about it (for longer than should be humanly possible to ignore a crisis), it seems that good procurement is the last thing on their mind

which are the two countries that would need to lead such an effort (as the EU is very focussed on climate change and AI and struggling to hold itself together now with active protests in about a third of its member states on any given day; heck it’s too focussed on attacking the farmers, already forgetting what happened when Stalin called the Farmers the enemy of the state. (See this article, for example).

Thus, while such regulation is sorely needed, it’s not likely to happen, if it happens at all, until the later part of the decade (unless, of course, The Prophet and the The Public Defender want to once again band together and take up the charge and lead the effort to bring all the necessary parties together).

The Prophet was dead on with three of the primary reasons we need it.

  • GPAs are no longer a measure of academic performance in many universities.
    The Prophet notes that, according to the Yale Daily News, “Yale College’s mean GPA was 3.70 for the 2022-23 academic year, and 78.97 percent of grades given to students were A’s or A-’s,” including the hard sciences and engineering! He also notes that the Michigan State Broad Business School (which includes the Supply Chain and Procurement degree programs) also experiences significant grade inflation, with 80% of students in 3 out of 5 undergraduate classes earning a 4.0. (Source)
    The situation is even worse in China where you don’t even get accepted to some Universities unless you are an A- or better student, and where you are under intense pressure to maintain that A, to the point where a student will drop out (or commit suicide) rather than risk being thrown out for not maintaining it. Now, this would be great except for the fact that As are often contingent on rote memorization and learning to do the work the “state way”, not always with any free thinking whatsoever. (And then graduating ONLY if they think you’ll agree to share what you learn when they allow you to go outside China for that Post-Doc/Professor position).
    The situation is better in Canada [except Quebec], but there are some Universities / Departments that are under great pressure to remain competitive to maintain grant and industry funding, and others where the professors are so overworked that they don’t even bother to confirm that a Master’s student in Engineering can manually calibrate an oscilloscope or a Master’s student in Computer Science can appropriately identify and test for all boundary cases in a simple procedure. (Remember, the doctor has been a Professor, and maintains regular contact with Professors and knows this to be truth.) How could you trust either to validate your equipment or your code? (He couldn’t!) (Regarding Quebec, the current premiere is taking Quebec’s status as a nation within a nation and essentially discriminating against anyone who is not French and willing to speak French as a first, and only, language. [See this article, for example.])
  • DEI/affirmative action preferences, which still exist (despite the supreme court ruling and their illegality if they enforce admitting or hiring a less qualified candidate), have removed objective academic criteria in both degree-based programs and industrial training programs. This has resulted in candidates who might only be a D being admitted to programs because of their minority status while non-minority candidates with Bs were excluded.
  • The best talent may no longer be pursuing traditional college or graduate programs. There needs to be an objective means of evaluating hard and learned skills for those who cannot afford or do not wish to invest time in university studies, especially those who have taken industry training programs or annex courses specific to what they need as well as obtained relevant real world experience under a mentor. (There’s a reason there used to be apprenticeships; some learning onlly happened under the guidance of a mentor.)

The only other reason that needs to be mentioned in the doctor‘s view is

  • without a certification, how can you know that any candidate, no matter how experienced and skilled they appear, knows all of the foundations you need them to know? With so many different definitions of sourcing, procurement, and purchasing; so many different thoughts on what an individual should know about analytics, supplier identification, supplier vetting/onboarding/management/development, negotiation, contracting, global trade, logistics, risk identification and management, compliance, finance / finance support, etc., how can we have a solid baseline with a (multi-level) certification program?

It would be great if 2024 is the year that we saw this certification, but while we desperately need it, the doctor believes that, unfortunately, it’s still years away. (But he will challenge The Prophet to step up and make it happen!)

Are Vendors Demanding Ridiculous Cost Increases due to “Inflation”? Maybe you should tie them to an index when you ask What’s The Price!

Buynamics WTP was founded by two former CPOs and a Purchasing IT Guru back in 2015 after they had spent years being stymied at every reasonable request for open costing and reasonable justifications for significant price increases from opaque vendors where the salespeople did everything to prevent cost insight so they could maximize their margin, and their bonus. Tired of being forced into 20% cost increases when only 2% were justified, the founders of Buynamics WTP decided to do something about it and started Buynamics to build a solution that would provide them with insights into the cost drivers, and actual material costs, that they could use to start fact-based negotiations. [ In other words, the solution we are about to describe in this article was designed and built by buyers, who know exactly what output is needed to negotiate. ]

Since their founding, Buynamics has hired only two types of people: Procurement People (who know how to buy and have expertise in the categories they bought to help Buynamics design a better solution and explain it to interested buyers) and IT People (to build it). They don’t sell (consultant) services, they sell subscriptions to a platform that can provide deep insight into just about any product you buy and, as of this year, many standard services as well. Plus, if you pay for the Upply data subscription, you can get deep insight into current freight costs in different regions and, in 2024, there will be extended cost modelling support for logistics, which we’ll discuss later.

Their primary product offering is Buynamics What’s the Price which is their index-based negotiation support product that, in their words, “gives [you] access to the one-pager that your supplier never wanted to share“. You are able to see it all: the commodity costs, the change over time, the cost breakdown (materials, labour, energy, transportation, and overhead) and the appropriate (estimated) margin calculation. You can verify whether their steel cost actually did go up 20% over the past year, and, even if it did, if it justifies a 20% increase. (If steel is only 30% of the total cost of the product, than the most the cost should increase is 6% unless there is also a transportation or energy cost increase, which could be the case in the EU right now [since the sanctions on cheaper Russian Oil and Gas].) It could be that only an 8% increase is justified, and that’s a lot easier to argue with the data.

The What’s the Price module is extremely straightforward with only 6 areas of functionality: cockpit (the entry dashboard), the prices & indices, the industry cost profiles, the cost models, the reports, and the settings. The platform is designed to help a buyer get to the point, and it does that, which is why it’s so great. (Buyers need insights, not complicated tools — those are for cost engineers in the plants.)

In the Prices & Indices Section, the buyer can pull up the prices and changes over time for any commodity, salary, or freight rate tracked by the system. For a commodity, they just have to select the commodity/salary/freight rate (using easy search) and define a date range and up comes the start and end price, average price over time, % change, and a detailed line chart (which can be swapped or overlaid with a mutation chart, moving average, or index). For a job description, they just select the job title(s) and it brings up the average price and typical range (per month). For freight, you simply select the index by country and type (contract, spot, domestic, cross-border, long-distance, etc.).

In the Industry Cost profiles, you can pull up any NAICS code or keyword and see the typical cost breakdown for all products in that category using industry census data — specifically, the direct materials, direct labour, manufacturing overhead (contract work, CAPEX depreciation, energy, MRO, rentals, waste removal, etc.), GSA & Other Expenses and Profit at a high level, with drill in capability to the labour, manufacturing overhead, and GSA. By selecting the country of origin, the data is then complemented based on labor costs and energy rates prevailing in that region.

In addition, you can dive in and the software will calculate the economies of scale based on your growth potential that you are entitled to claim from repeat orders (since you should only pay for so much CAPEX depreciation, etc.) by simply estimating the fixed overhead and G&A of your vendors. (In 2024, you’ll be able to select the transportation index of choice, and get a complete cost model with freight.)

Prices & Indices are useful when you are looking at contract renewals (for quick insight into negotiation with an incumbent), cost profiles are incredibly useful when you’re looking at shifting more business to an incumbent (to negotiate a bigger discount), but the core of the product is in the cost models. You pull in (or enter) your bill of materials, select the NACIS code and the country, and using the current prices and the most recent industry cost profile breakdown, the platform will calculate the estimated total cost of a product using all the data it has. (So if materials account for 33.3% of the cost and add up to $10, then the platform knows the that the total product cost is expected to be $30 and estimates the cost breakdown across labour, overhead, GSA, and typical profit using the region-specific cost data and industry cost profile.

The buyer can build as many cost models as she likes, set up alerts to get updates on a regular basis or when a change occurs in the price that surpasses a threshold (be it due to material cost, energy cost, labour cost, or other significant factor), and see how the cost models have changed over time (since the time they last sourced, for example). (Also, the alert can be set to a percentage change or a financial impact within your organization.) And if you provide the price you are currently paying, it will also calculate how much you are likely overpaying per unit by cost component.

With respect to settings, besides defining system alerts, a user can also maintain their own settings to not only see their interface the way they want to (currency, formats, auto-tracked prices, cost profiles, [active] models, etc.), but reset them on the fly (so they can see prices in Euros when they are negotiating with European suppliers, Yuan when they are negotiating with Chinese suppliers. etc.).

With respect to depth, it tracks index data for over 3000 raw materials and commodities across over 160 countries and uses this to power over 360 built-in industry cost structures. When it comes to services, it tracks salaries for over 750 positions across 37 industries, and over 115 cost profiles, for over 170 countries and regions. Buynamics integrates with the full extent of Upply data (which built their cost indexes from neutral freight pricing from over 750 million invoiced freight transactions) and has detailed up to date market pricing for air (freight; worldwide), land (road, esp. EMEA and North America), and sea (worldwide).

It’s literally everything a buyer needs to start a fact-based index-based negotiation as the buyer understands what the cost should be unless the supplier has a unique situation where certain costs are higher than average (and the supplier is willing to prove it). It also helps the buyer understand when they are getting a reasonable deal and when they are truly paying actual cost increases only, and not just claimed cost increases.

So if you want to understand what you should be paying before you start a negotiation; the extent to which commodity, energy price, labour, or transportation price changes really affect you; and what the real cost drivers are (or where the supplier truly isn’t competitive), then the buyer should acquire Buynamics WTP today. It’s really the only platform that does index-based negotiation support (vs. stochastic analytics, CAD driven analytics, process model analysis, or hand-built cost models that typically require cost engineers and sometimes even PhDs).

A CPO Leading a Spend Management Strategy is a Key to Organizational Success

Not that long ago, the doctor gave you THE SIGN that you need a CPO which, directly put, was that your organizational spend was over 10 Million a year. No ifs, ands, or buts about it! Not long after, he found this article over on which pointed out that empowering business success was The Art of Mastering Spend Management. This article stated that companies should consider implementing a spend management strategy, regardless of their size and it made him happy (even though the article looks like it was written by a junior copy-editor* who just cut and paste standard spend management summary sentences from generic spend management publications as it was not very deep or specific) because CXOs need to hear this at a high level over and over and over again until they get it. (Note that the doctor doesn’t get happy often. Most articles just make him angry. Sometimes very angry, especially when the conscientious invoke their right to dare to be stupid and embrace artificial idiocy, but that’s a rant for another day.)

The article starts off by clearly stating that a spend management strategy plays a vital role in today’s economic reality as it enables companies to control costs, boost financial efficiency, and make informed decisions. It ensures resource optimization, agility, and long-term stability, enhancing competitiveness and adaptability in a rapidly changing business landscape.

This is most certainly true. And all one has to do to see that it is true, and it would have been so much better if the article said this, is remember the first formula they teach you in business school:
Profit = Revenue – Expense

Since Spend Management allows you to minimize expenses, this helps you maximize profit. And when you consider that
Margin = Sale Price – COGS      and that
Margin % = (Sale Price – COGS) / Sale Price      and that
Margin % for most industries <= 10%

This says that every $1 saved in expense generates at least as much profit as every $10 increase in sales. As a result, spend management is at least ten times as effective as sales or marketing and key to get a grip on early, even before you can afford the full time CPO. The CFO and COO should develop best practices for any decisions that result in spending, monitor the decisions, ensure corrections are made (and employees [re-]trained) when mistakes are made, and baselines generated for all recurring costs. Even though they might not realize the same level of success as an experienced and dedicated CPO, the baselines they generate and the knowledge they capture will be key when the CPO starts as the knowledge will allow them to dive in quickly and find near-term and mid-term opportunities for improvement (and cost reduction) and the benchmarks will allow them to not only prove it, but ensure that all bids received are competitive.

The only thing we want to note is that the important aspects of spend management, especially for smaller organizations, are:

  • strategy,
  • process (that implements the strategy), and
  • governance (that ensures the process is followed and the strategy implemented)

Technology is not critical (or even necessary), and only technology that supports the process (and collects the appropriate data) should be implemented.

This is important to note because this article is sponsored by a particular vendor in an effort to promote a particular product (which is only good for T&E spend, not all organizational spend) and you don’t necessarily need that technology (or any other instance of that technology) to have a spend management strategy and do proper spend management, especially if you are a smaller organization. (However, larger organizations do need good T&E spend management, and spend analysis, because flowers should not be $5,000 unless it’s a greenhouse.)

* but what should one expect considering it was sponsored by SAP to promote SAP Concur (and routed through their PR Agency)?

Don’t Cheat Yourself with Cheat Sheets, Kid Yourself with KPI Quick Lists, or Rip Yourself Off with Bad RFPs!

In an effort to quickly catch up on the parts of S2P the doctor hasn’t been covering as much in the past few years, when he was focussed primarily on Analytics, Optimization, Modelling, and advanced tech in S2P (inc. RPI, ML, “AI”, etc.), he’s been paying more attention to LinkedIn. Probably too much, even though he can (speed) read very fast and skim a semi-infinite scroll page in a minute. Why? Because a lot of what he’s been seeing is troubling him, and as per last Friday’s post, sometimes angering him when predatory sales-people and consultants are giving other sales-people and consultants bad advice (presumably to increase their follower count or coaching sales or whatever) that will not only hurt what could be a well-intentioned sales-person or consultant (they still exist, though sometimes it seems they are fewer by the year as more sales people bleed into our space from enterprise software, looking for the next hot software solution and the next big payday), but also the individuals, and companies, those influenced sales people sell to in the thoughtless, emotionless, uncaring aggressive style the predatory sales coaches are mandating. (Not to say that a sales person shouldn’t be aggressive about getting a sale, just that they should be focussed on the companies they can actually help and be focussed on getting the customer all the information and insight that customer needs to make the right choice, feel comfortable about it, and feel prepared to defend it. The aggression should be channeled into making sure their company does everything it can to properly educate the potential client before that client commits to a long term relationship.)

A few of the things that have been repeatedly troubling him is

  1. all the cheat sheets he’s been seeing for those looking to get a better grip on Procurement and how it integrates into the rest of the business, that supposedly summarize everything you need to know about accounting, finance, payments / accounts payable, etc. to help you make good choices about Procurement in general;
  2. all the 10/20/50 Procurement, Spend, Manufacturing, etc. KPIs that you need to keep tabs on your Procurement, cashflow plan, product lifecycle, etc.; and
  3. all the RFP outlines or guidances that are being made available, sometimes by leaving your email, to help buyers acquire a certain technology.

And it’s not because they’re bad. They’re not. Some of them are actually quite good. A few are even excellent. Some of the cheat sheets and KPI lists the doctor has seen are incredibly well thought out, incredibly clear, and incredibly useful to you. Some are so good that, as a buyer, likely with little support from your organization and even less of a training budget, you should be profusely thanking whomever was so kind to create this for you and give it away for free.

Nor is it because the doctor suspects any ill intent or malice behind the efforts (in the vast majority of the cases). Many of these people giving away the cheat sheets or the KPI lists are generally trying to help their fellow humans get better at the job and improve the profession overall. And when the RFP outline is coming from a former practitioner, it’s also the case that they are typically trying to help you out (and maybe sell their services as a consultant, but they are providing proof of value up-front).

So why has it been troubling the doctor so? It took a while and some thought to put his finger on it, and the answer is, surprisingly, one of the reasons [but not the obvious one] that the doctor hates software vendor RFPs and despises any vendor that gives you one.

Now, the primary reason the doctor despises those RFPs, which became popular when Procuri started doing it en-masse in the mid-to-late 2000s (before being acquired by Ariba and quietly sunsetted as the integration never finished by the time Ariba sold to SAP, for those of you who remember the APE circus), is that these RFIPs are always written to be entirely one sided and ensure the vendor giving them away ALWAYS comes out on top. The feature list is exactly what the vendor offers, the weightings correspond exactly to the vendor core strengths, etc. etc. etc. And don’t tell me you can start with a vendor RFP and alter it to suit other vendors, because you can’t. You’d have to know all the features as the vendor focussed on point features, not integrated functions, and you, as a buyer who’s never used a modern system, have no knowledge of how to equate features (when vendor specific terminology is used), or how to determine if one feature is more advanced than another. (That was the reason the doctor co-developed Solution Map, to help rate and evaluate technology, which is the one thing most buying organizations can’t do well. Not the things they can do well, and better than most analyst firms, like rate the appropriateness of services to them, assess whether or not the vendor has a culture that will be a good fit, define their business needs and goals, etc.)

But the primary reason doesn’t apply here. So what’s the secondary reason? When an average, overworked, underpaid, and overstressed buyer got their hands on one of these free vendor RFPs, especially when the RFP was thick, heavy, and professionally edited and prepared to look polished and ready for use, and was more detailed than what the buyer could do, they thought they had their answer and could run with it. They thought it was all they needed to know, for now, and that they could send it out, collect the responses, and get back to fire-fighting. They were lulled into a false sense of security.

And that’s why these cheat sheets and KPI guides and former buyer/consultant RFPs are so troubling. When you’ve been struggling without even the basics, and these are so good that they teach you all the basics, and more, it seems like they have all the answers you need and that when you learn those basics, encapsulate them in the tool, and start running your business against them, things will be better. Then you configure your tool to respect the basics, encode the KPIs, and things are better. Significantly better, and for once processes start going smoothly. And then you believe you know everything you need to in that area (that’s not your primary area) to interface with those functions and that those KPIs will be enough to keep you on the Procurement track and let you know if there are any issues to be addressed. And you start operating like that’s the case. But it’s not.

And that’s the problem — these cheat sheet, guides, and templates, which are much better than what you’d get in the past, can make such a drastic difference when you first learn and implement them that they instill a false sense of security. You get complacent with your integrations, reports, and KPI monitors, not recognizing that they only capture and catch what they were encoded to capture and catch. However, real world conditions are constantly changing, the supply base is constantly changing, and external events such as natural disasters, political squabbles, and endemics are coming fast and furious. If the risk metric doesn’t take into account external events, real-time slips in OTD (as it is based on risk profiles upon onboarding, and updates upon contract completion), or past regulatory compliance violations (as an indicator of potential violations in the future), the organization could be blindsided by a disruption the buyer thought the KPI would prevent. Similarly, the wrong cash-flow related KPIS can give a false sense of liquidity and financial security and the wrong inventory metrics can lead to the wrong forecasts in outlier categories (very fast moving, very slow moving, or recently promoted).

In other words, by giving you the answers, without the rationale behind them, or deep insight into how appropriate those answers are to your situation, you will cheat yourself, kid yourself, or, even worse, rip yourself off. And that’s worrisome. So please, please, please remember what these are — learning aids and starting points only — not the end result. (Especially if it’s an RFP template.)

Seeking an Analyst? Who does the doctor recommend?

In our last two posts, we asked how relevant is the analyst firm and then answered that it’s not the analyst firm that’s relevant, but the senior analysts in its rank that are relevant. (And if the firm doesn’t have any in your Source-to-Pay/Supply Chain (related) area, it doesn’t matter how many employees it has, how many countries it is in, how many Billions or Trillions its customers spend, etc. because it won’t be able to help you get your message right, hit your market, or enhance your strategy.)

So, in their honour, here are forty analysts (even if they didn’t work for analyst firms and mainly did behind-the-scenes analyst work as a consultant/advisor) that the doctor has trusted and often referred inquiries to over the years, past and present, and (some of) their (former) areas of specialty:

Present (note that many [14/25] are independent and NOT with a big firm):

Andrew Bartels Back-Office Tech-Driven Business Transformation Forrester
Andrew Karpie CWM/VMS/HCS Independent
Bertrand Maltaverne Source-to-Contract Spend Matters
Bob Derocher SC/Procurement Process Transformation Digitization Independent
Bob Ferrari Supply Chain, Manufacturing, Digitization Strategy Independent
Brian Sommer ERP, HR, & Finance (Transformation) Independent
Chris Sawchuk Metric-Based Procurement Modernization Advisory Hackett Group
Doug Smock Supply Chain Evolution Independent
Garry Mansell Entrepreneurship and Business Growth in S2P and SC / Global Supply Chain Design and Management Independent
Jason Busch Broader Source-to-Pay Market Strategy Spend Matters
Katie Evans AI Ethics Independent
Kelli Coviello Business Growth, Diversity, Work/Life Balance Independent
Lora Cecere Supply Chain Supply Chain Insights
Mickey North Rizza Sourcing, Procurement, Commerce, SRM, Risk IDC
Navroop Sahdev Digital Economy Digital Economist
Noha Tohamy Logistics, Supply Chain Digitization, Analytics Gartner
Patrick Connaughton (Ecosystem) Enterprise Applications Gartner
Pete Loughlin Purchase to Pay / Procurement / Coupa & Ariba Independent
Peter Smith Best Practices, Sustainability, Procurement with Purpose Independent
Phil Fersht Emerging Technologies, Automation, Outsourcing, Global Business, and Horses HFS Research
Pierre Mitchell Procurement and Services Benchmarking & Transformation Spend Matters
Robert Rudzki Strategic Advisory and Procurement Transformation Independent
Sigi Osagie Business Growth through Personal and Team-Based Growth Independent
Vinnie Mirchandani Enterprise Applications and Outsourcing Independent
Voitek Szewczyk Strategic Sourcing, Procurement Transformation, Eastern Europe Independent
Xavier Olivera Procure-to-Pay/LATAM Market Spend Matters

Past ([semi-]retired, out of the analyst world, and/or working for a vendor; 4 independent):

Charles Dominick Procurement and Procurement Training Independent
Debbie Wilson ERP & Finance Independent
Dick Locke Operations, Strategic Sourcing, and International Trade Independent
Doug Hudgeon Back Office Integration & Modernization / Australasia Market Managed Functions
Duncan Jones Procurement Independent
Gerraint John Sourcing, Procurement, SRM, and Risk Interos
Jon W. Hansen Procurement Independent
Magnus Bergfors Strategic Sourcing, Strategic Procurement, SRM Keelvar
Mark Perera Procurement and SRM Vizibl
Nick Heinzmann Procurement, CLM, Sustainability, Fraud Risk, and Startups Zip
Sudy Bhardadwaj Direct Supply Chain, Source-to-Supply, Entrepreneurship SAP
Tim Minahan Procurement & Supply Chain, Business Performance Benchmarks, Best Practices Citrix
Tony Poshek Strategic Sourcing Simfoni
Vance Checketts Supply Chain, Operations Built for Teams
Viktoria Sadlovska Anshu Supply Chain, Trade Finance, Analytics RepTrak Company
Vishal Patel CLM and P2P Ivalua