Category Archives: Knowledge Management

Good Data Will Not Guarantee Good Decisions

It was great to see this recent article in the Harvard Business Review on how “Good Data Won’t Guarantee Good Decisions” now that we are in the age of “Big Data” (which, in business, is Bullshit in Guise) and everyone is diving into their OLAP and reporting tools without even a clue as to what they are (or should be) looking for. There’s data. There’s information. There’s knowledge. There’s the intelligence required to understand it. And then there’s the wisdom to choose the right course of action.

As the authors state, investments in analytics can be useless, even harmful, unless employees can incorporate that data into complex decision making.

In the article, the authors summarized the result of a study by the Corporate Executive Board that evaluated 5,000 employees at 22 global companies. The study separated the employees into three groups:

  • Unquestioning Empiricists
    who trust analysis over judgment
  • Visceral Decision Makers
    that go exclusively with their gut and
  • Informed Skeptics
    who effectively balance judgment and analysis with their strong analytic skills and willingness to listen to others’ opinions but dissent.

Only the latter group are equipped to make good decisions, and, not unexpectedly, only 38% of employees and 50% of senior managers fall into this group.

And when you consider that their analysis also found that the functions where the employees had the highest average scores performed 24% better than other functions across a wide range of metrics (including effectiveness, productivity, employee engagement, and market-share growth), this is not a good thing.

Why is this the case? The researchers identified the following four problems that prevent organizations from realizing better returns on their data investment:

  • analytic skills are concentrated in too few employees
    just because you have a few experts doesn’t mean that the analytics skills will trickle down
  • IT spends too much time on “T” and not enough on “I”
    IT is used to working with functions where business needs are clearly defined, stable, and relatively consistent … when the needs become less defined, IT becomes less able to support them
  • reliable information is hard to locate
    many organizations lack a coherent, accessible structure for the data they’ve collected; the authors found in their survey that fewer than 44% of employees say they know where to find the information they need for their day-to-day work
  • business executives don’t manage information well
    (at least when compared to capital and brand) — they focus on more physical or traditional assets

While not addressed, and possibly not covered, by the study, I’d also add the following to the list:

  • No Good Roadmaps Exist
    Analytics skills are not enough — a guide on how to find the needle in the haystack is also required; take Spend Analysis for example … how many practical guides exist? (At least one.)
  • Lack of EQ
    as an employee needs to not only understand where to look, but when something is worthwhile to chase and when it’s not as there is a need to understand the business impact of what the data might be suggesting which requires understanding the business needs as well as the data

So what can an organization do to get more informed skeptics?

Managing Indirect Spend: An In-Depth Review, Part II.2

Our last post continued our review of Managing Indirect Spend, a new book by Joe Payne and William (Bill) Dorn of Source One that is the culmination of everything they have learned while doing nothing but Strategic Sourcing, primarily on Indirect Spend, since 1992 — before it was cool. Specifically, it discussed the chapter on Market Intelligence, which is critical to the success of any sourcing initiative and one of the most important tools in any sourcing professional’s toolkit. In this post, we review the other non-software tools at a sourcing professional’s disposal that were discussed in Bill and Joe’s tome on Managing Indirect Spend.

The major tools at a sourcing professional’s disposal when conducting market research can generally be classified into the following categories:

  • Traditional Industry Publications
    One of the first stops should be one or more traditional industry publications that publish in-depth case studies that include best practices, savings achieved, and new processes or technologies being employed by suppliers and your competition.
  • Indexes
    Indexes such as the CPI (Consumer Price Index), the ISM Manufacturing Report, the ISM Non-Manufacutring Report, and speciality indexes such as the Pulp and Paper Weekly and American Metal Markets can be extremely valuable. Furthermore, for just about any commodity that can be listed, somewhere in the world is an index tracking it. For example, Mintec has over 15,000 indices in its database.
  • Blogs
    Practitioner, Commodity Specific, and General Supply Management blogs can all be helpful. Of course, we agree with Bill and Joe when they indicate that you should start your search in the latter category with SM and SI.
  • Import Records
    This is a great source of competitive intelligence. You can find out who your competitors are using, what types of products they are importing, and in what volumes. Sites like Panjiva, Import Genius, the Datamyne, and PIERS are great places to start for easy access.
  • Search Engines
    It is surprising just how much information is available through Google, especially if one takes the time to learn advanced search capabilities, like restricting to a domain or a set of document types. There are often a considerable number of presentations in PDF and PPT format on the web which already contain the data you need free for the taking. One just has to find them.
  • Social Networks
    It’s amazing the information that some people will let slip on a social network or how frank they will be in a one to one discussion in a group or forum. Don’t forget to use these tools as well – but be careful what you post – it may be archived for eternity.
  • Research Reports
    While most research reports are sponsored and skewed towards the sponsors, the generic market data as well as the capabilities they describe are always useful, and it’s especially useful to see which vendors didn’t make the tragic quadrant or grave analysis. Sometimes they are just as good for your organization’s needs.
  • Group Purchasing Organizations
    GPOs often have oodles of benchmark data. Your organization might need to join, and use them for some non-critical spend, but a judicious use of their master contracts where other members have more volumes can often result in better rates for the organization with very little effort.
  • Electronic Sourcing Tools
    Some SaaS/Cloud providers will often bake-in aggregate market intelligence into the tools they offer. If the organization is already paying for these tools, use them to their full advantage!

Another tool at the organization’s disposal for a successful sourcing project is a spcialized consultancy or Procurement Services Provider (PSP). A PSP with the tools, consulting experience, and skills in the right categories can jump-start an organization’s indirect sourcing efforts and get significant returns months, if not years, earlier. The key is to find the right one that is incentivized to do the job. As such, the organization should probably look for contingency providers that only get paid when hard dollar savings are realized. Providers that get paid based on man-hour effort often have no incentive to get the organizatio the best deal possible as they are paid regardless and providers that get paid based on estimated savings have no incentive to make sure the savings are actually realized. And while contingency providers that get paid on hard dollar savings may ask for a (significantly) higher percentage, it’s better to pay 30% of realized savings and realize 80% of the estimated savings than to pay 15% and only realize 40% of the estimated savings. In the first case, the organization still nets 56% of the savings in its pockets while, in the second case, it only nets 34% of the savings.

However, be sure to follow the best practices outlined by the authors if engaging a (contingency) PSP, or your organization might not get what it bargained for. Specifically, don’t engage an organization that

  • Baits and Switches
    Insist that if the organization provides a resume, that resource actually works on the project.
  • Overstretches
    Make sure the organization has the resources to complete the project – manpower and financial stability.
  • Asks for Double Payments
    If the consultancy gets a commission for (re)selling a certain product or service, they aren’t out to get you the best deal. Period.
  • Asks for Up-Front Payments on Soft-Dollar Savings Claim
    It’s not a savings until the goods are received, invoiced, and paid at the negotiated price without any extra financial gotchas tagged on.
  • Bakes in Hidden Additional Costs
    Read the Fine Print. If you are responsible for travel, software, hardware, and miscellaneous expense costs, your organization could pay more than it saves.
  • Makes Ridiculous Savings Claims
    If a PSP comes in and promises 30% off the board in a category where the base market index has gone up 20% over the last year, that’s probably not a valid claim (unless your organization has the worst sourcing team imaginable).
  • Lacks Analytical or Technical Skills
    Long-Gone are the days when hardball negotiations or reverse auctions were enough. Creativity and deep analysis are often key to uncovering new savings opportunities.
  • Doesn’t Include Audits in their Proposals
    How else will you insure you get the promised savings? Seriously – if the PSP forgets the audit, you forget them.

Finally, it’s important to note that if the organization uses an electronic sourcing tool, it’s doubly important to remember what not to do or the tool will blow up the event faster than you can read this post. Tools don’t replace the necessary human contact and it is vital that the team does not neglect to:

  • insure the right tool has been selected for the event
  • insure the right suppliers are being invited
  • personally invite suppliers
  • follow up on the RFx/Auctin invitation
  • insure the right specifications are included
  • insure the right training is provided to supplier representatives

There are a lot of tools at a Supply Management organization’s disposal for conducting market intelligence and managing indirect spend, but they have to be used wisely.

At this point SI is going to take a short break, but next month it will continue with Part III of it’s review of Managing Indirect Spend and discuss some examples from the field.

Knowledge Based Sourcing V – The Verdict

This week examined Knowledge Based Sourcing, Booz Allen’s entrant into the Next Level Arena. Described as a competency consisting of a set of powerful techniques used to identify high impact value drivers that result in increased understanding and knowledge of ‘ideal’ cost structures that can be used to develop better relationships with suppliers, focused on reality based improvement plans, and gain an ongoing business advantage, KBS turns out to be a sourcing paradigm largely based on advanced cost modelling and associated analytical techniques.

Since advanced cost modelling is a solid foundation for both strategic sourcing decision optimization and spend analysis, KBS is a good foundation for any sourcing effort, but does it go far enough to truly be a next level supply management paradigm? Let’s look at some of the key tenets of the other entrants into the Arena.

  • High Definition Sourcing (HDS)
    Category Excellence. Adoption. Stakeholder Partnership. Decision Monitoring. BI Focus.
  • Value Focussed Supply (VFS)
    Working Capital Optimization. Revenue Enhancement. Corporate Reputation Protection. Increased Supplier/Customer/Stakeholder Loyalty. Strategic Advantage. Intellectual Capital. Sustainable Value Chain.
  • Next Level Supply Management (NLSM)
    Leadership. Transformation. Corporate Finance Focus. Talent Management. Collaboration. Energy Management. Idealized Design. (Lean) Supplier Development. Complexity Reduction. Working Capital Management. Early Involvement.
  • Next Practices (NP)
    Talent Management. Adoption. Execution. Implementation. Optimization. Utilization. Customer Value Focus. Risk Focus. Mind Share. Information. Alignment.
  • Supply Management Transformation (SMT)
    Innovation.
  • Supply Chain Leverage (SCL)
    Value Creation Framework. Market share. Diversification. Productivity. Tax Effectiveness. Demand Management. Lean.

Hmmm. While most of these start with a foundation of modelling and cost management, that’s as far as the similarity goes. In most of these models, modelling to understand current costs is simply the first step on the path to category excellence, revenue enhancement, working capital optimization, or customer value improvement. It is not an end in and of itself. Furthermore, most of these next generation methodologies start with TVM (Total Value Management), realizing that TCO doesn’t go far enough for most categories — and KBS seems quite content with TCO.

Verdict? While KBS might last a few rounds against SMT, against HDS, VFS, NLSM, NP, and SCL, it wouldn’t last three rounds before getting KO’d. I guess it’s time for Booz Allen to update their model!

Knowledge Based Sourcing IV – Focus Areas

Monday’s post introduced us to Knowledge Based Sourcing (KBS), Booz Allen’s entrance to the Next Generation Supply Management Arena. Tuesday’s post introduced us to the philosophy of the KBS approach that is focussed on gaining an increased understanding and knowledge of ‘ideal’ cost structures that can be used to develop better relationships with suppliers, focused on reality based improvement plans, to gain an ongoing business advantage. This philosophy revolves around a four-step continuous improvement cycle that starts, and ends, with Cost Model Generation. Yesterday’s post described the cost modelling process in detail. Today’s post will conclude our series on Knowledge Based Sourcing by describing some of the focus areas of Knowledge Based Sourcing.

As per Booz Allen’s recent article in SIG on “Achieving Greater Impact Through Advanced Sourcing Approaches”, Knowledge Based Sourcing is focussed on developing a deep contextual and analytical understanding of several critical areas associated with the spend category, including:

  • Supply market economics and cost drivers,
  • Drivers of price in the supply market (beyond costs),
  • Variation in supplier capabilities and cost structure (and its drivers),
  • Spend category economics, including internal usage economics as well as cost/performance trade-offs, and
  • Spend category impact on broader business objectives.

An understanding of these areas is critical because:

  • without an understanding of cost drivers, the true sources of cost can never be attacked,
  • without an understanding of costs beyond raw materials, processes can never be improved,
  • without an understanding of variation in supplier capabilities, it will be difficult to determine which suppliers are high performers and which suppliers are low performers,
  • each spend category has its own distinct cost drivers, and
  • controlling cost is only one component of the overall value equation — and the customer wants value.

Furthermore, the most appropriate spend categories for KBS are those with:

  • highly volatile market prices,
  • a large number of component inputs,
  • highly variable product specifications,
  • large fixed costs in production process,
  • scale and utilization cost sensitivity, and/or
  • complex multi-tiered supply chains.

These categories are typically tackled with:

  • Industry value chain analysis,
  • Analysis of supply-demand dynamics,
  • Production process mapping,
  • Bottom up cost build up — by component, plant or supplier,
  • Parametric modelling and regression analysis,
  • Comparative factor cost analysis across suppliers and locations,
  • Analysis of scale and utilization impact on costs, and
  • other advanced analytical techniques.

And the end result is that insights beyond price materialize, including:

  • the identification of cost-advantaged suppliers,
  • the identification of appropriate order quantities,
  • the identification of trade-offs between cost and product performance, and
  • improved transparency of underlying cost drivers that drive “win-win” outcomes.

And in the end, not only does the Supply Management organization get price under control, but it is better able to support strategic business objectives which gives it stronger positioning and credibility within the organization as a whole.