Category Archives: Technology

It’s Not Green If

It’s not green if:

  • it’s always on and using full energy requirements (even if it uses less energy than a previous model)
    Some systems can’t be turned off, even if they are only used (on average) five minutes a day because they have to monitor for, and respond to, exceptional events. But if they draw the same amount of power whether they are performing a function or just listening for a signal, they aren’t green. A green system will sleep when not required, and wake up when a signal is received, and in the case of computers, utilize only a fraction of full power to maintain the contents of active RAM.
  • production or disposal is less environmentally friendly than other options
    Truly green products do not contain hazardous materials and are designed so that they are easily recycled or the raw materials are easily reclaimed for future reuse. In addition, the production should require less power and water than previous generations.
  • you simply install new software on old, energy hogging, hardware
    Taking an old PC with a 300 watt power supply and installing Linux does not make it green.

and, finally, it’s not green if:

  • it’s painted green
    Taking an old product and painting it green does not make it green!

ERP is NOT Always the Answer

Reading this recent article on “Mitigating Risk and Exposure from Subsidiary Operations” in Industry Week, one could get the impression that the only way to mitigate risk is to deploy one or more (connected) ERP systems to manage corporate data. Nothing could be further from the truth. While you do need consistent data and compatible systems, you don’t need an ERP. But I guess I should have expected such misleading advice given that the article was written by a VP at SAP, one of the biggest ERP vendors in the world.

According to the article, in order to mitigate risks to the company’s supplier, quality, liquidity, financial reporting, and unbudgeted spending, a company must streamline and automate mostly manual systems to:

  • enable the sourcing group to automatically provide information on preferred suppliers and negotiated terms to every subsidiary
  • enable headquarters to have ongoing visibility into cash-on-hand and receivables and payables across the organization
  • streamline the financial consolidation process
  • streamline inter-company purchasing transactions
  • implement collaborate processes such as forecasting and budgeting

Furthermore, according to the article, to accomplish this automation, a company needs to either:

  • deploy the same ERP system across the company,
  • deploy a two-tier ERP with simple data integration, or
  • deploy a two-tier ERP with process integration.

First of all:

  • A (cloud-based) SaaS e-Sourcing/e-Procurement platform with contract & supplier management can maintain preferred suppliers and terms and be accessible by every subsidiary.
  • A shared (cloud-based) SaaS accounting / finance system will allow headquarters to have a view into each subsidiary’s financials …
  • … and this shared system will streamline financial consolidation.
  • A (cloud-based) SaaS e-Procurement system will streamline inter-company purchasing, and
  • a cloud-based inventory / distribution / warehousing / logistics management system will allow for collaborative forecasting and budgeting.

So you don’t even need an ERP at all to accomplish the stated goals. Furthermore, while you do need integrated data, you can maintain this data with a simple relational database and integrate it using an off-the-shelf data analysis package with good ETL (extract-transform-load) tools that can merge flat-file data dumps from each system into one file/database for analytics purposes.

This isn’t to say that an ERP at headquarters to maintain master data isn’t worthwhile, just that you don’t need one, and that you certainly don’t need ERP deployments at all of your subsidiaries to accomplish the goals, which is important because enterprise ERPs generally cost seven figures and the cost is generally not justifiable for a small subsidiary.

One Important Lesson Not Learned From Six Failed Implementations

Over on the 21st Century Supply Chain, you’ll find a post entitled “six lessons learned from six failed software implementations” which is quite scary, because it indicates that there was one very important lesson that the organization did not learn.

If you don’t understand the technology, get a 3rd party consultant who is an expert in technology to guide you. (Don’t rely on a vendor!)

One failure is understandable. Every organization will fail in a technology project at one time or another. What’s important is what happens next. If the organiztaion is able to identify what it believes are the (primary) reasons for failure and solutions to those problems, then it is understandable if the organization tries again on its own. (And if it doesn’t, see the above lesson.) If it fails again, then the organization has to admit that it needs help and get the help it needs.

Because if it doesn’t, it’s just going to fail again and again and every other lesson learned is going to be irrelevant because the likelihood of it succeeding in time to get an ROI is slim, approaching none over the long term.

The Technology Waves Are Always Washing Up On the Shore

But they don’t always make a lasting impression. So how do you know which ones precede a tsunami?

It’s hard to say, but like a tsunami, the waves are not caused by hot air (wind) but deep movements within the (end) user community (geological effects). If you keep this in mind, it is more likely that you will be able to identify the technology waves that will reshape the business landscape.

And you will be able to make sense of this recent report on “the technology waves that are reshaping the business landscape” by Accenture. In the report, Accenture identifies eight trends driving the future of information technology. Some of significant, others not so much. Let’s take them one-by-one.

  • Application Services as Utilities
    One just has to look at the massive success of Apple’s App Store to realize that the end user mindset has shifted from applications as large monolithic software packages locally installed from CDs and heavily supported by local users to to small, point-based solutions, which can be installed from, and live in, “the cloud” on-demand. Where consumers go, businesses, which employ the same consumers, must follow.
  • “Social Identities”
    Facebook has proven that “social identities” are important to our online society. And with a number of “enterprise” platforms working on integrating social technologies, it’s clear this is a significant shift that will shape application design for years to come.
  • Cloud Computing
    Amazon, Google, and other big providers have proven that a number of businesses, for better or worse, want to move to “the cloud”. This is another shift that is here to stay.
  • Analytics
    We’ve been talking about analytics and BI for years, but there’s never really been a sharp jump in demand to identify BI as the next big thing or to indicate that it will be any more important in the year to come than it was in the year before.
  • Data Security
    Security has been a constant issue for over a decade, and the need for security is no greater this year than last year. And most firms are still of the mindset where they are only going to take this seriously when they get breached.
  • Data Privacy
    Data Privacy, which was big in the 90’s, thanks to Facebook, is now big again. The widespread, public, backlash to Facebook’s initial lack of privacy, and controversial privacy agreements, has re-ignited the privacy debate across the globe and privacy is now under the microscope again.
  • Architecture
    Architecture is obviously going to shift as applications move from monolithic software packages to on-demand utilities, but since consumers don’t really care about architecture, it’s going to take a back seat to the application-on-demand movement.
  • User Experience
    Today’s users demand the Rich Internet Application experience. Thanks to Adobe, Apple, and other companies focussed on the user experience, consumers expect a constantly improving experience. This wave is also growing.

Net result, applications as utility on demand, the cloud, social identity, privacy, and user experience will play a major role in technology in the years to come, but analysis, data security, and architecture, will continue to take a back seat to these more prominent issues.

Demand for Procurement Systems is Up In General

But, as far as I am concerned, the specifics are still in question. Over on Software Advice, Michael Koploy recently published a post on “2011 Market Trends: Procurement Systems” where he noted that the six trends he’s following, namely:

  • Demand
  • Cloud Adoption
  • Application Usability
  • Strategic Sourcing
  • Spend Analytics
  • Contract Management

With respect to the first four, he’s definitely right. After 2-3 years of spending freezes, and displacement of seasoned pros from big shops to mid-tier shops, pent-up demand is nearing an all time high. Also, a lot of shops, especially in the mid-tier, have figured out that they’re not IT, shouldn’t try to be, and want the IT to be someone else’s headache. Today’s generation of workers expects usability, and won’t settle for anything less. And with continuing pressures to cut costs (or lose your job), a number of organizations are finally getting behind strategic sourcing, even if they’re not entirely sure what it should mean to them.

But I’m not sure about the last two. Yes, demand for “BI” and “Analytics” is up across the board, but I’m not still convinced that most organizations have any clue whatsoever as to what real “spend analysis” is.

Spend analysis is:

  • NOT automated cleansing and mapping
    Sorry, but someone else’s rule set will not be anywhere close to 100% applicable to your organization’s data, and a rule set only catches known screw-ups in data entry, not unknown ones. Let’s say you’re in IT. Then HP obviously means Hewlett Packard. But if you’re in construction, it could just as easily mean Harry’s Pumps (or, if you’re in apparel, Hilary’s Pumps).
  • NOT automated Top N reports
    While it’s important to track your Top N suppliers, categories, etc., the greatest opportunities for savings aren’t necessarily going to be in your Top N categories or with your ToP N suppliers. Even without an analytics system, chances are your Procurement people have a pretty good idea who the Top N suppliers are or what the Top N categories are and aggressively negotiating them. In many organizations, the biggest opportunities for savings are in the Next N categories and in better optimization of the Top N categories that goes beyond simply identification. In the first case, let’s say the Top N are 40% of spend and the Next N are 30% of spend. Let’s say the immediate opportunities for savings are 3% in the Top N and 9% in the Next N. That’s 1.2% savings on TCO on the Top N and 2.7% savings on the next N. Which is greater? Also, let’s say a number of categories use a common, pricey, metal or mineral that accounts for 30% of total cost and that, if demand was aggregated across the categories, the average cost could be chopped by over 10%. Well, that’s a 3% savings if you buy the metal or mineral on behalf of your suppliers. A Top N report ain’t gonna show you that!
  • NOT a Freakin’ Dashboard
    A dashboard only tracks progress on identified opportunities. It does not track progress on unidentified opportunities! It only allows you to see that you’re not screwing up something you just fixed, it doesn’t show you that you’re screwing up ten other things.

But when most people make their purchase decisions, this appears to be what they are evaluating based on what they buy and how they implement.

Then there’s Contract Management. To be useful to Procurement, a Contract Management (CM) has to do more than simply store and index contracts for easy retrieval. While it’s important to be able to quickly put your finger on a contract when a dispute arises, that’s not management. That’s e-filing. In the context of Procurement, true management is tracking purchases against the contract in near real-time and insuring that before an invoice is paid, it’s paid at contracted rates. This requires some integration of the CM system with the e-Procurement and/or e-Payment system.

So far, most CM systems are still being bought stand-alone or loosely coupled.

In other words, demand for Procurement Systems is up, but not always for the right reason. And this includes demand for new reverse auction features. I’m getting tired of repeating myself, but I guess I have to say it again.

Listen, bub, a reverse auction IS NOT an advanced sourcing application. If you want real savings, you need a decision optimization system.