Category Archives: Procurement Innovation

Riding the Rails with Coupa

As you may recall, Sourcing Innovation was one of the first blogs to bring you a detailed preview of Coupa, the revolutionary new enterprise open-source e-Procurement application from Silicon Valley. One of the most interesting aspects of this technology is that it is being built on Ruby on Rails (RoR), as discussed by co-founder Dave Stephens on his blog Procurement Central [WayBackMachine].

This is a bold move considering that RoR is still a relatively new technology that is essentially unproven in the enterprise application market beyond the corporate website, but one that could pay off big time for Coupa when you consider the rapid development time enabled by RoR as compared to other enterprise platforms such as Java and .NET (where WORA* does not apply). Personally, I’m still a big Java fan, but I can see RoR becoming the platform of choice in a couple of years for a number of reasons:

  • faster development time
    following the mantra of “convention over configuration”, RoR sacrifices flexibility for convenience, allowing developers to do more, quicker, and better within the framework provided which makes basic assumptions that significantly decrease the amount of configuration required
  • MVC architecture
    unlike most enterprise frameworks that have preceded it, RoR was built on the MVC architecture from the ground up and has built in object-relational mapping capabilities
  • full stack framework
    whereas some platforms require extensions from multiple vendors, Rails provides all of the components commonly needed by most web-based systems
  • designed for reusability
    RoR adheres to the DRY (Don’t Repeat Yourself) philosophy and its framework was designed to allow every piece of knowledge in the system to be expressed in just one place
  • preconfigured application structure
    RoR automates the creation of project structure and automatically creates all files and components needed by default (no need for a fancy IDE to automate these tasks for you)
  • simplicity
    rails wasn’t designed to do everything, and its focus on the common features used by a majority of programmers a majority of the time removed much of the complexity inherent in many application frameworks; note that this does not limit its capability, as it includes a robust extension mechanism to allow development teams to add (only) the capabilities they need
  • strong community uptake
    a large number of developers, especially in the open source community, are latching onto RoR as their development environment of choice as it overcomes the shortcomings of web scripting languages such as PhP and the impracticality of J2EE for (rapid) web-based development
  • XML compliant
    so if you need to integrate with a non RoR app, no problem!
  • rapidly maturing environment
    just like Java, RoR is rapidly maturing from a neat language for cool web page development to a full fledged enterprise application development platform – I’d say it’s pretty close to Java 1.2 in terms of lifecycle, which is where Java truly became a solid language for application development

In other words, instead of jumping onto someone else’s bandwagon, Coupa has decided to jump into the driver’s seat and lead the charge in the development of eProcurement applications.

And if you want to join the RoR movement early, but don’t know where to begin, consider checking out www.daveastels.com, especially if you are in the NorthEast, for courses, resources, and best practices consulting.

*WORA: Write Once Run Anywhere

The Efficio Survey (on the Changing Face of Procurement)

As mentioned in “The Changing Role of Procurement in Europe” on Spend Matters, Efficio recently released a study that looked at the changing face of procurement in Europe. Like Jason, I’m not going to spoil the report for you, but merely point out six key imperatives for procurement presented by Efficio.

  • Become a manager of relationships
    Procurement must possess highly developed relationship skills to effectively manage both internal and external stakeholders as well as suppliers.
  • Grow into the role of managing networks, not “vendors”
    As businesses continue to focus on core strength and outsource specialist activities, they have to manage increasingly complex supply chains.
  • Focus on value, not only on cost
    Procurement’s new role of managing whole networks of business partners will increasingly require it to extract value from those relationships as well as cost.
  • Broaden the skills base
    Procurement clearly needs a much broader set of skills than the core functional skills of tender execution and supplier negotiations.
  • Become part of the business
    Procurement must continue to integrate with the organisations in which it operates and be seen as a multi-talented business problem solver.
  • Don’t stand still
    Procurement needs to constantly focus on overcoming the challenges that lie ahead, and on proving its worth through excellent internal customer service and tangible results.

These recommendations are a great start, but I’d like to toss out five more of my own:

  • Smart Sourcing, not Low Cost Country Sourcing
    Remember, it’s not unit cost, but landed cost, that has the larger impact on your overall cost, and when the number of “touch” (or transition) points from a Low Cost Country is typically four times the number of “touch” (or transition points) from a local supplier, you can see how your transportation costs can really add up. A good post on Low Cost Country Sourcing is JB’s post “Global Sourcing: Does Innovation Matter?”.* (This post was in response to my challenge post, Is Low Cost Country Sourcing to China Really Innovative?.
  • Visibility, not Reduction
    All though a lean, rationalized supply chain is important, effective supply chain control is requires more than just a good design, it requires visibility, a topic I visit regularly. See my post Global Supply, Visibility, and Performance, for example.
  • Data, Data, Data
    Bad data and / or bad classification can cost you a lot, especially in global trade. For more information, see my post on Managing Global Trade Data.
  • Compliance, Compliance, Compliance
    Some estimates state that up to 70% of negotiated savings are never realized! Make sure all contracts are tracked and monitored from the date of inking to the date when the last product is delivered. Buyers have to buy against them, payments have to be on schedule, agreed upon rates need to be adhered to, and, most importantly, rebates and post-order discounts need to be recouped.
  • Don’t forget Legal!
    Major procurements often come with a lot of risks. Make sure you engage legal counsel from day one to make sure you mitigate all of your legal risks before they happen. (See my post on Key Concepts for Major Procurements.)

* All posts prior to 2012 were removed in the Spend Matters site refresh in June, 2023.

The E-Procurement Benchmark Report

This summer Aberdeen released its fourth “E-Procurement Benchmark Report”, E-Procurement 2.0, where Aberdeen found that like your local mail service, e-procurement steadily delivers.

According to the report, enterprises participating in the 2006 benchmark report that they:

  • increased their spend under management by 36%
  • reduced their requisition-to-order cycles by 75%
  • reduced their requisition-to-order costs by 48%
  • reduced their maverick spend by 36%

However, the report also found that there is tremendous opportunity for many procurement organizations to improve their performance as a significant gap exists between the Best-in-Class companies and the rest of the field. Specifically, best-in-class companies have the following significant advantages over all others:

  • 28.6% improvement in spend compliance
  • 90.9% improvement in spend under management
  • 41.6% impact on requisition-to-order cycle-time
  • 23.3% impact on requisition-to-order costs

There’s a lot of good information in this report, and I’d suggest you download a copy and read it if you haven’t already while it’s still sponsored. More over, the “Steps to Success” are dead-on.

Moreover, if you’re not employing e-procurement solutions, given the expected improvements outlined above, there is no absolutely no reason you shouldn’t be, especially since a funny thing happened since Aberdeen Group delivered its initial E-Procurement Benchmark Report in 1998: solution providers developed functionality effective, cost-efficient, and rapidly deployable e-procurement solutions and large, mid-size, and small enterprises utilized them to place more spend under management and ignite the transformation of their procurement organizations.

(Cost Reduction) It Only Starts With Cost Cutting

Looks like someone’s been secretly reading my blog. But seriously, you know I’m not going to be able to resist a review of any article entitled “Sourcing Innovation (It Only Starts With Cost Cutting)” (Managing Automation Magazine, registration required), after all, that’s pretty much what this blog is about.

According to the article, sourcing and procurement needs to shift away from a single-minded focus on cost cutting to a more holistic approach that considers quality, risk, and product innovation as well as cost. New emphasis needs to be placed on process optimization and collaboration both internally and with suppliers. … Well, yeah!

More interesting is that it also notes that many manufacturers are turning to options-based contracts and indexed-based pricing to counter rising costs and price volatility, especially for energy. This is more interesting – since I find options-based contracts to be uncommon, even though Jason Busch has preached their virtues in this blog as well as his own Spend Matters in “Sourcing Innovation: Securitizing Direct Materials”*. (As for indexed pricing, hopefully you are doing that already!)

It also discusses how HP uses Procurement Risk Management (PRM) (also known as Supply Risk Management) engineering to manage uncertainty in the procurement process by way of a set of mathematical and statistical solutions that analyze hundreds of potential scenarios and determine the likelihood of potential outcomes. Knowing the most likely outcome(s) allows you to predict volumes with confidence and make commitments to a supplier about volume levels and prices.

And, of course, it discusses decision optimization, although it simply lumps it in under the “spend management” heading. (Ouch!) For example, Oracle Sourcing from Oracle Corp. (Redwood Shores, CA) generates recommendations after analyzing various combinations and permutations to balance cost, quality, risk, and product innovation as well as “what if” scenarios. Decision optimization in a nutshell … too bad the author doesn’t look below the 100 million threshold when picking representative companies … since there are much more innovative decision optimization companies out there than Oracle. (And if you don’t remember, start with my optimization series over on the e-Sourcing Forum [WayBackMachine]: Parts I, II, III, and IV).

It’s a good article, but I would have liked more. But then again, it took thirteen installments of The Future of Sourcing to even scratch the surface of Sourcing Innovation.

* All posts prior to 2012 were removed in the Spend Matters site refresh in June, 2023.

The Internet and the Purchasing Knowledge Revolution

A great presentation at the Fourth Annual International Symposium on Supply Chain Management was Rod Sherkin’s presentation on The Internet & the Purchasing Knowledge Revolution.

Rod Sherkin, of propurchaser.com started off by reminding us that purchasers are very busy people and that shorter planning cycles (as a result of flexible manufacturing), smaller inventories, and unreliable information can make them busier by the day.

Then Sherkin reminded us that one of the best way to reduce your time as a purchaser is to manage one of the major time traps – price hassles. Do this by:

  1. Tracking suppliers’ input costs and
  2. Tying what you pay to their costs.

For example, if you are buying steel office chairs – find out what percentage of their cost is raw materials and tie your overall cost to their cost of steel. Every time steel rises or falls by a fixed percentage during the term of the contract, your price should go up or down according to a fixed amount, depending on the percentage that steel contributes to your supplier’s total cost. For example, if steel is 50% of your supplier’s cost, and you set a threshold of 3%, then every time steel goes up by 3% you should accept an increase of 1.5% in product cost but, more importantly, every time steel goes down by 3%, your supplier should concede you a cost reduction of close to 1.5%.

Furthermore, the best suppliers should see an advantage to linking your prices to their costs and prefer to compete in a transparent arena where they can win by keeping their costs down and their productivity up.

They should be more than willing to agree on a base market index and, furthermore, tie that to a neutral currency index. After all, if they are buying from China and a neutral China steel index shows steel going up by 4%, but you are buying in American dollars and the dollar has risen 13% in the same time period, then your costs should actually decrease since your buying power has increased by 8.65% (1.13/1.04).

And with the internet, you should have no problem keeping a watchful eye on your supplier’s relative cost increase or decrease on an agreed upon time period (every shipment, month, quarter, etc.). (After all, neither your accounts payable or their accounts receivable are going to be overly interested in calculating cost differentials on a daily basis.)

In addition, if you track your suppliers’ inputs, you can, in addition to negotiating automatic price reductions:

  • attract low cost producers (as they live to compete in open markets),
  • strengthen the supply chain,
  • reduce suspicion and acrimony, and
  • benefit sellers as well as purchasers.