Category Archives: Market Intelligence

What are the Key Ingredients to a Successful e-Sourcing Strategy? Part I

When it comes to (e-)Sourcing, every services, software, and full solution vendor has their own process. For example,

On the services front,

DRM Procurement Services proposes:

  1. Assess
  2. Analyze
  3. Strategize
  4. Tender
  5. Negotiate
  6. Implement
  7. Complete

Kuvaq composes:

  1. Category Profiling
  2. Strategy Selection
  3. Supplier Identification
  4. e-Sourcing Implementation (RFx, Auction, etc.)
  5. Supplier Selection and Negotiation
  6. Supplier Integration
  7. Supply Market Benchmarking

and State of Flux exposes:

  1. Project Definition
  2. Market Investigation
  3. Strategy Development
  4. Marketplace Testing
  5. Negotiation
  6. Contract Implementation
  7. Supply Chain Development

On the vendor front,

Moai has promoted a nine-step sourcing process that goes like this:

  1. Spend Analysis
  2. Strategy Development
  3. Supplier Identification
  4. RFX Creation and Distribution
  5. Negotiation
  6. Supplier Award
  7. Contract Negotiation
  8. Contract Management
  9. Contract Fulfillment

Quantris has presented an eight-step sourcing process with a split:

  1. Data Collection
  2. Analysis/Evaluation
  3. Develop Strategy
    — Go / No Go —
  4. Vendor Identification
  5. Bid Solicitation
  6. Negotiation
  7. Vendor Selection
  8. Implementation

and Iasta developed a seven step sourcing cycle with a parity bit:

  1. Spend Analysis
  2. Project Data Collection
  3. e-RFx and Supplier Management
  4. Bid Collection & Negotiation
  5. Decision Optimization
  6. Award & Contract
  7. Post-bid Management

(A Google Image Search*1 will find them all.)

As you can see, they are all essentially the same, more or less, and all include the following eight*2 steps, in approximately the following order:

  • Spend Analysis
  • Project Selection
  • Strategy Development
  • Supplier Identification
  • Bid Collection
  • Bid Analysis and Supplier Selection(s)
  • Contract Negotiation and Award
  • Post-Award Contract Management

So, at a high level, we know what to do. But do we really know how? And more importantly do we know what we need to do it right and achieve success?

To be continued …

*1 When in doubt, Google that Sh!t.
*2 To make for a lucky sourcing cycle!

Top 12 Challenges Facing India in the Decades Ahead – 03 – Accountability & Corruption

According to Transparency International, in 2013, India ranks 94th out of 177 countries, with a score of 36, on the Corruption Perceptions Index which measures the perceived corruption in the public sector. In other words, while there are 83 countries that are perceived as more corrupt, there are 93 countries that are less corrupt. In comparison, the US is 19th with a score of 73, Canada and Australia tie for 9th with a score of 81, and New Zealand is seen as the least corrupt country with a score of 91. In other words, corruption is still quite bad. In comparison, China is 80th with a score of 40 and Brazil is 72nd with a score of 42. Corruption has become such an endemic feature of Indian administration and commercial life that in some parts of the country nothing moves in the intended direction until the palm of the deliverer is greased. (Dreze and Sen, An Uncertain Glory)

In addition, Bribery is a huge problem. In back to back studies in 2005 and 2008, Transparency International found that, despite efforts to curb the practice and corruption, the number of people who had first-hand experience with (and had to pay) bribes only dropped from 62% to 40%. In other words, 2 out of every 5 Indians had to fork over bribes to get a basic service that they were entitled to (such as getting a birth certificate or a passport) from a public official. Corruption is so bad that a NGO (non-governmental organization) by the name of 5th Pillar distributed over 1.3 Million zero rupee notes (modelled after the 50 rupee notes) between 2007 and 2011 in an effort to fight corruption.

Zero Rupees

As clearly stated by the “Accountability Initiative”, spawned by the Center for Policy Research, Dharam, Marg, Chanakyapuri, New Delhi, there is surprisingly little regular, reliable and most importantly, accessible information on the implementation of service delivery programs in India today. And that’s being politically correct to the nth degree. Dreze and Sen are more accurate when they state that, in An Uncertain Glory, particular to India is the combination of insistence — for entirely plausible reasons — on having a large public sector, combined with a fairly comprehensive neglect of accountability in operating this large sector.

The issue of accountability is particularly important when discussing the many infrastructure issues in India. The neglect of both physical infrastructure (such as power, roads, water, sanitation, etc.) and social infrastructure (education, health care, opportunity for employment, etc.) is extremely widespread. One of the biggest examples failure of public accountability is the crippling power blackout of July, 2012 which plunged half of the country into darkness and earned India the reputation of the blackout nation. This is a prime example of the lack of accountability as even the central guardians of the Indian power strategy at the highest level face little pressure to get things right and are not tasked to take responsibility for the terrible state of power planning in India (where double digit percentages of the power generated is stolen and where significant amounts of generated power is wasted). Consider the story of the National Thermal Power Corporation (NTPC) and the Govind Ballabh Pant Sagar power plant in Uttar Pradesh as recounted by Dreze and Sen. When one of the authors visited the NTPC headquarters on a campus near the plant, he found that a large number of air conditioners were switched on full blas throughout the day, even in the deserted lobby of the guest house. Just outside the boundary walls of the campus, people from the Dom community, working as ‘sweepers’ for the NTPC for twenty five years, live in shacks without any electricity. When asked why they tolerate the situation, they said they feared they would lose their jobs if they complained about their predicament.

It is the lack of accountability that allows corruption, and bribery, to continue to flourish. Corruption flourishes in informational darkness. Until there is more transparency, information accessibility, and accountability in India, it will continue to flourish. This lack of accountability combined with a general belief that certain kinds of bribery and corruption are standard behaviour that is to be expected is posing huge problems for India and limiting its progress. If there was less corruption, there would not only be more accountability, but more money available to address some of the serious physical and social infrastructure problems that we addressed in previous posts.

The USIS was Established 80 Years Ago Today

On November 17, 1933 Franklin D. Roosevelt signed Executive Order 6433-A and created the National Emergency Council (NEC), sing an appropriation authorized by Section 220 of the National Industrial Recovery Act of June 16, 1933, in response to the declaration by the Congress of the United States of the existence of an acute national economic emergency which affects the national public interest and welfare.

The NEC was deemed created for the purpose of coordinating and making more efficient and productive the work of the numerous field agencies of the Government established under, and for the purpose of carrying into, effect, the provisions of the National Industrial Recovery Act, the Agricultural Adjustment Act, and the Federal Emergency Relief Act that were all signed into law in 1933 in response to the Great Depression.

Six months later, Clara M. Edmunds, head librarian of Franklin D. Roosevelt’s public information service, opened the U.S. Information Services library, which was designed to be the comprehensive collection of relevant government documents, updated regularly to record every development in the legislative, executive, and judicial branches of the government. This library, which centralized information about federal rules, regulations, and administrative orders for the public, was the first one-stop-shop for government information until 1948. In 1945, Truman, who had no interest in funding it, took office. In 1946, the USIS was put under the state department and had its funding reduced. And in 1948, the Smith-Mundt Act, which focussed on the creation of an information service to disseminate information abroad about the United States (instead of to its own citizens) put the final nail in the USIS coffin. (One account of the United States Information Service Libraries can be found in the online archive of the University of Illinois Graduate School of Library Science. Information can also be found in A Timeline of Events in the History of Libraries.)

It may have only lasted 15 years, but it was a revolution in government information management and deserves to be remembered.

If Even a Canadian TelCo Can Use Payables to Add $3 Million To Their Bottom Line

Imagine what your company could do with invoice automation. As per this recent article over on Shared Services Link on how to turn payables into an opportunity and add $3M to your bottom line, Telus, a 10 Billion telecommunication products and services provider which typically receives 15,000 to 20,000 paper invoices per month, implemented a supplier portal, electronic invoicing, and a dynamic discounting solution that allows them to save 3 Million annually.

When you consider that 10 Billion is big, but not that big these days, that a lot of organizations receive 15,000 to 20,000 paper invoices a month, or more, and that a supplier portal is pretty primitive from an automated invoicing viewpoint, you quickly see that there is quite a lot of opportunity for your organization to save quite a lot of money from invoice processing. In some organizations, the overhead alone from manual processing exceeds a million dollars, and this barely covers a detailed review of 10% to 20% of the invoices. Proper automation insures m-way matching on 100% of invoices with exception-based processing on the 10% to 15% that contain issues or errors.

You see, when you implement the right invoice automation solution:

  • 98%+ of all invoices flow through the system,
  • 99%+ of all errors are caught,
  • 90%+ of all invoices are automatically processed without human intervention, and
  • 80%+ process savings are realized and maintained.

And then, instead of spending $30 to $40 to process an single invoice, you’ll be spending $3 to $4. So, if your organization is processing 10,000 invoices a month, you’ll see your overhead costs drop about $300,000 and you’ll save upwards of 3 Million a year before dynamic discounting or other supply chain financing solutions are put into the mix!

For more information on how your organization can save 3 Million, download Sourcing Innovation’s recent white-paper on An End-to-End Invoice Automation Framework – Ten Keys to Success (registration required), sponsored by Nipendo.

Top 12 Challenges Facing India in the Decades Ahead – 04 – Behavioural and Social Norms & Castes

As we have demonstrated in the last 9 posts, India has some serious challenges ahead of it. And despite the severity of the challenges like education, health care, and even sanitation, it has even bigger challenges still. The first of these, that we will address in this post, is the social norms.

The first challenge is with the general populace. For example, as Dreze & Sen chronicled in An Uncertain Glory, if asked, due to the fact that there is a model (if not an effective one) for bringing public health care to the rural areas and a growing private industry where you can presumably get what you need when you need it (if you can pay for it), most Indians believe they have reasonable access to health care. Given the considerable number of deaths from infection, the very high citizen to physician ratio, and the average number of people each health care center needs to serve, this is not the case. Secondly, due to the lack of progress on education, and the fact that 10 years after the first PROBE study there is still a significant lack of teaching days, there is obviously an opinion that the education being received by the average Indian child is adequate, which is a perception that is far from reality. There should not only be an uproar about the lack of teachers in some districts (as one per school clearly is not enough given the size of India’s population), but also an uproar that these highly paid individuals are absent 20%+ of the time!

The second challenge is with the government. The government doesn’t want to tackle tough issues, and certainly doesn’t want to take any steps that might cause a considerable backlash from any group of a significant size. Plus, if you look at the relative spending on health care and education in India versus other BRIC countries (Source: World Bank), total spending in India on health care (including the private sector) is a mere 3.9% versus 5.2% in China and 8.9% in Brazil, largely due to the fact that the public sector spend on health care is 1.2% of GDP compared to China’s 2.7% of GDP. If you look at Education, India spends a mere 3.1% (Source: Wikipedia) compared to China’s 3.9% (Source: Xinhuanet) and Brazil’s 5.1%. India is not adequately spending to address it’s most fundamental problems.

Government spending in India for 2013 is estimated at 302 Billion USD while revenues are projected to be 210 Billion USD. While that’s not a lot considering that India has over 1.2 Billion people, it’s still enough to do something. So where is the Indian Government spending its money? If you look at the Budget at a Glance as posted on the Government of India Site, over 1/3rd (37%) of the non-capital non-plan expenditures, which constitute almost 60% of projected expenditures, are going to interest payments and prepayment premium (370,684 crore of 992,908). The next biggest category (at 23%) is subsidies (231,084 crore of 992,908). The third biggest category (at 12%) is defence services (116,931 crore of 992,908). Grants make up 8%, pensions 7%, and the police make up 4%. The budget is rounded out by economic services at 2.4%, general services at 2.3%, and social services at a whopping 2.3%. (Taking us to 98.5% of the budget.) The remaining categories consisting of the postal deficit, the NDRF (National Disaster Relief Fund), union territory expenditures, and foreign government grants collectively amount to about 1.5%. Of the plan expenditures, all of the non-capital expenditures (27%) go towards the central plan and central assistance. In other-words, relatively speaking, India is spending too much on servicing its debt, paying its pensions, and defending its country and not nearly enough on education, health-care, and other economic assistance to lift the majority of its population out of near-poverty — a population it needs educated and healthy to take on China.

The third is with the media. As per Dreze & Sen’s An Uncertain Glory, among more than five thousand articles published on the editorial pages of India’s leading English-medium dailies during the last six months of 2012, less than 1% of the total editorial space was dedicated to health-related matters, and that was with a very broad definition of “health-related matter”. As we will discuss in more detail in a future post, the media really needs to spend more time on critical issues like health care, sanitation, and education.