Category Archives: Miscellaneous

The Advantages of Multi-Tier Supply Chains Come at a Price

A recent article over on Supply Chain Digest on The Next Big Thing: Multi-Tier Supply Chain Management did a great job of summarizing some of the major benefits of multi-tier supply chains. In brief, these are:

  • More Seamless Product Launches
    as coordination across multiple tiers helps to ensure that rapid production ramp-up is smooth and controlled
  • Ongoing Streamlined Operations
    as the ability to exchange information across multiple supplier tiers enables the rapid communication of demand (and changes) across the supply base which in turn reduces risks of shortages, lowers lead times, and improves forecast consensus
  • Reduced Planning Cycles
    as the accelerated velocity of information flow improves the quality of information used in planning processes
  • Improved Supplier Performance
    as the buyer can measure ongoing performance metrics and step in as soon as a hiccup is detected
  • Less Supply Chain Risk
    as the visibility into the extended value chain allows a buyer to see operational disruptions many tiers down as soon as they occur and take necessary mitigating actions before a minor hiccup becomes a major disruption

What it did not do a good job of was explaining the amount of effort to go from a single tier supply chain to a multi-tier supply chain. It requires more than executive commitment and a significant amount of resources. It requires time and considerable technical and educational prowess. Chances are that the further down you go, the less technically capable the suppliers will be. If a raw materials supplier still does business by fax and telephone, it doesn’t matter how good your new real-time portal is as there will be no real time system to link into at the supplier’s head office. A considerable effort will need to be made to train the suppliers on the benefits of a multi-tier system. Then a considerable effort will need to be made to help them implement modern supply management systems that can be integrated into a multi-tier visibility application. Then the integration will have to take place. Typically, the exercise will be worth the effort for a Global 3000, but the effort will be longer, harder, and more costly than the organization will expect.

I’m Sorry, but 40% is a Long Way from 100%!

Yesterday’s post lamented the poor quality of American Education as per a recent ACT survey that found that only 25% of high school students are prepared for college graduates, which followed the results of the National Assessment of Adult Literacy by the Department of Education that found six of seven of American adults are not “proficient” at math. A recent article over on SIG on the “evolution of reverse auctions and best practice tips” that stated reverse auction capability in the Fortune 500 approaching 100 percent based on an Aberdeen study which found that 61% [of companies] responded [to a survey] in 2009 that they were using eSourcing Tools, with 65% of those using e-Auctions. In other words, 39.5% of companies were using e-Auctions in 2009. 40%, or 4/10, is a long, long way from 100%. It’s not even a majority!

It’s terrible that Aberdeen implied it. It’s horrible that the author indicated it. It’s abysmal that the SIG editor allowed it. All I can say is FAIL!

Where’s Our McClelland Report?

Given the combination of expenditure levels, complexity, vulnerability and criticality to operations, it should be expected that extremely high priority be given to procurement by the most senior levels of management and others responsible for governance within public sector undertakings.


In addition, it is obvious that those involved in the day-to-day conduct of procurement operations have an important and highly professional role to perform. The procurement function and its organisation should be regarded as one of the most important in the undertaking and its status should rank with that of other professional functions such as finance. Indeed, given its dynamism, variability and external perspective, not only should those involved have the backing of professional training and accreditation they should preferably have interpersonal skills which support their externally facing roles as the delegated legal and commercial representatives of their organisations as they place business with suppliers. Also, there is a growing requirement for knowledge of and ability to satisfy legal and other corporate and social responsibilities such as sustainability.


I believe that one of the keys to progress is the definition and pursuit of a vision of the ideal model for procurement including its optimum characteristics.

Truer words, as penned by John F. McClelland in his 2006 Review of Public Procurement in Scotland (known as the McClelland Report), could not be said.

But what I can’t understand, is how these words, spoken for over a decade, by Procurement visionaries, were taken as inspirational by the Scottish people and turned into the success story recounted in the recent CPO Agenda Executive Debate. As per Cuts from the Centre,
which documents the success of the Public Procurement Reform Board ( PPRB ) in Scotland (which is centralizing Procurement in the Public Sector), which was formed in recognition of the importance of procurement by the administration in response to the McClelland Report, In the first two years of the programme, as independently reported by Audit Scotland, there was £327 million attributed to the program itself, and there were further efficiency savings, in
terms of the way we would understand efficiencies, reported through efficient government returns of about £200 million. Given that public sector spending on goods and services across Scotland amounts to about £9 Billion, that’s a saving of over 5%, which isn’t bad at all for a new program in the private sector (which is getting compliance of almost 90% without a mandate).

The public procurement world needs more success stories like this. How do we get them?