Category Archives: Technology

b-pack: Packing It In for A Brave New World, Part I

Who says the French aren’t revolutionary anymore? Last year, Ivalua decided to cross the Atlantic to try and conquer the North American procurement market. Now, short on their heels, b-pack, a company that’s also been around for 10 years, and which also has a large number of clients (across 20 industries they have over 80 clients), has also made the crossing in their effort to conquer what they call the “purchase-to-pay and process optimization” marketplace. But, most importantly, like Ivalua, b-pack also has one of the broadest e-Procurement suites on the market.

Just when you thought the e-Procurment market was getting stale (and with the exception of Coupa — who seem to have their head in the clouds lately, it has been pretty unexciting for the past year or two), along come the French who are determined to bring another bohemian revolution to the world of Procurement and P2P with extensive solutions that actually close the loop!

Realizing that it’s more than just requisitions, catalogs, and invoices, and that standalone systems that do not take you from procurement through purchase through receipt, payment and supplier management to begin the cycle anew, offer little in the way of value, b-pack brings with it a suite of solutions that take you from the start of a traditional sourcing cycle (RFx), through a contract, to a requisition (which may be from a catalog), against a budget, to receipt (which can include asset tracking information), and an invoice, to payment, reporting, and supplier management. And it has a number of supporting modules that are unique compared to most of the competition (but that will be the subject of the next post).

The solution can be delivered as a traditional behind-the-firewall solution, as a traditional hosted ASP solution, or as a cloud-based service (new version only) and can be deployed out-of-the-box or it can be custom configured (and extended) by b-pack, who have designed the solution on top of a configurable workflow management engine and who have a decade of experience customizing solutions for their clients, which include La Poste and Danone (Blédina).

We’ll start with the foundational modules — catalogs, requisitions, budgeting, receiving, invoicing, and reporting — since that’s the functionality that you need day in and day out, and since everything else depends upon the raw data collected in the basic P2P process. All of the functional modules are tightly integrated and accessed through the user’s home page, which maintains the user’s to-do list.

Requisitions are straight forward. You create a new document, give it a priority, define a needed-by date, select the company, cost centre, and ship to location, and then select your items. Items can be selected from commodity catalogs, custom catalogs, or user defined entries, and can be bought against a contract in the system or off-contract. If the requisition is within the buyer’s spending limit, a purchase order is automatically generated, if not, it goes to the designated approver. Once approved, a PDF purchase order is created which can be automatically sent to the supplier if e-orders are permitted, and, if not, printed and faxed. If the supplier is e-enabled, the system will automatically record the supplier’s confirmation of receipt. When the goods arrive, receipt can be recorded against the purchase order, and when all the goods have been received, the purchase order can be marked as closed.

When the invoice is received, it is recorded in the system. It can be received electronically if the supplier supports the right protocol, or manually entered by the recipient. The invoice is then automatically matched against the PO, and if discrepancies are detected, the user is immediately notified (who can initiate a dispute to correct the invoice). If not, the invoice can be marked for payment, and once paid, closed.

Once a payment is made, the user’s budget totals are updated, which tracks the total amount the user has spent, invoiced, ordered, and requested against her budget for the period. All of this information is immediately available to the user and her supervisor(s) through the budget reports.

Reporting allows the user to query purchase orders, invoices, budgets, and contracts (which are indexed by metadata and record relevant product and service information) at any time (and for any time period, or set of) at user, department, and company level. And in addition to tracking all of the users, departments, and company units (NA, Europe, Asia, etc.), the system also maintains all of the relationships which allows it to automatically generate workflows (for approvals and routings) and rollups for financial reporting purposes.

In other words, the foundations are precisely what you’d expect from a modern P2P solution that attempts to close the loop. In the next post we’ll dive into b-pack’s supplementary models that offer some more powerful, and unique, features that bring value above and beyond that which is normally offered through a basic P2P platform.

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The New Polymath’s Ten Rules for Success

Vinnie Mirchandani‘s The New Polymath is a riveting read. It’s SuperFreakonomics for us technophiles. Because, for better or worse, The New Polymath (who can be thought of as a modern Leonardo da Vinci) must also be an IT guru … as it is information technology that is paving the way for a new generation of polymaths that have access to unprecedented levels of information across disciplines.

Rather than tell you that this fresh and inviting (Benjamin Fried, CIO Google) book is filled with incredible examples of passionate entrepreneurs (Marc Benioff, CEO salesforce.com), that I am inspired by this book (Maynard Webb, CEO LiveOps), or that Mirchandani is one of the few technology analysts to realize that technology doesn’t come in neat bundles anymore (Thomas H. Davenport, President’s Chair Babson College), I’m going to talk about The New Polymath’s ten rules for success which pop out at you if you read between the lines.

Why? One of the Polymath’s chronicled in Vinnie’s masterful manuscript is Brian Sommer, technology consultant extraordinaire of TechVentive and renowned ZDNet blogger, who asks “where are the 10 commandments for technology” as he struggles with the challenges of cyberethics that few dare to address. It’s a good question, and one that I believe we are not yet ready to answer. Which leads me to ask, “how do we get there”? Well, the first step is to obviously become learned, and successful, polymaths well equipped to ask, and debate, the question. To this end, we need a guide … a guide that, if you dig deep, is found within Vinnie’s terrific tome. To get you on your way, and to inspire you to (pre) order your own copy of The New Polymath, I give you:

The New Polymath’s Ten Starting Rules for Success

(because, in reality, there are more than ten … but these are the biggies).

  1. 1-1-1Adopt salesforce.com’s 1-1-1 model: 1 percent employee’s time; 1 percent equity; 1 percent product donation. A true Polymath operates in his community, not out of it, and makes a difference.
  2. 80 for 20Aim for solutions that deliver 80% of the value of previous solutions for only 20% of the price. A new Polymath is about true innovation, not overstated renovation.
  3. Invisible UIIf your product requires a manual, it’s not a product at all. A true Polymath produces solutions with UIs so seamless and so obvious that no manual is needed.
  4. TraceabilityEvery component can be traced back to the source … even if it’s software. (And if it is software, every data element can be traced back to the source.)
  5. Keep ScorePolymaths are responsible and drive for sustainability … to the point where they keep track of how well they are doing and how much better their inventions are compared with predecessor technology. If it’s not more environmentally friendly (and more cost effective, because true green keeps more green in your wallet), it’s not revolutionary.
  6. SemanticsIt’s the age of “big data”, and to make sense of it all, we need to find the data that is relevant to us.
  7. Decisions, Not DataBecause, in the end, the entire point of finding the semantically relevant data is to enable us to make better decisions than we could before.
  8. Adopt the “Shamrock” It’s Lucky for a ReasonA “shamrock” organization, as envisioned by Charles Handy, is one that encompasses “core management, a long-term but contractual talent pool, and a transient, flexible workforce”. We are in the age of networked person, who is used to working on the move, and tomorrow’s polymath’s will be flexible at the core.
  9. TiaSTechnology-is-a-Service. A Polymath moves beyond SaaS (Software-as-a-Service) and TaaS (Technology-as-a-Service) and embraces the concept that, like power and water, information technology must be delivered only as a service in the world of tomorrow. Just like the utilities deliver our power and water, tomorrow’s technology enterprises will deliver our apps, data, and information on-demand as that is what is needed for businesses to truly reach the next level of operations, as technology is not the core competency of most businesses that make use of it today.
  10. The Turing OathBrian Sommer notes that we need a Hippocratic Oath for technology, and I agree. We all need to agree to respect and uphold the privacy of our users and their data to the utmost above all else. And I’m calling that the Turing Oath, after Alan Turing who gave us the first test to determine whether a machine had reached intelligence (and, would thus, need to be instilled with ethics from the get go … and, hopefully, the the three laws of robotics.)

I strongly encourage you to read Vinnie’s groundbreaking debut into the world of publishing (other than his prolific blogging over the years over on Deal Architect and New Florence. New Renaissance.) and do what it takes to become The New Polymath. The world of tomorrow needs you, and in fact, so does the world of today. If, like the polymaths chronicled in this book and Nathan Myhrvold (who was the cloth the new polymaths chronicled in the book were cut from), I encourage you to join the Humanitarian Technology Challenge. The world needs you!

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The Cloud Is Not a Fluffy Magic Box

It’s just another delivery method for multi-tenant SaaS. That’s it. Nothing more. After reading some recent articles trumping the tenets of the Cloud, and this article in World Trade in particular that asks if “supply chain management [is] emerging from the clouds”, I feel that I need to make this point abundantly clear. Reading this article, I get the feeling that most people think the Cloud is a fluffy magic box that will solve all their problems. It’s not. Nowhere close. It’s just another multi-tenant SaaS delivery model where a third party maintains the data centre that is used by the software / service / solution provider you buy / license / contract your supply chain management solutions from. This allows the vendor to focus on their strengths (software development & delivery) and the third party Cloud provider to focus on their strengths (on-demand data centre).

To help you better understand what the Cloud is, I’m going to point out what it is not using egregious examples from the aforementioned WT article.

  • two aspects to the benefit of cloud computing … the second is … increased visibility across organizational boundariesThis has nothing to do with the delivery model, but who is given access to the platform and how many suppliers and partners buy in to the platform. If you don’t give more of your employees, partners, suppliers, and customers access or if they refuse to use the platform, it doesn’t matter if its Cloud, traditional multi-tenant vendor-hosted SaaS, or ASP.
  • critical information can be analyzed by using cloud-based supply chains to see if cost efficiencies are being realizedThis has nothing to do with the delivery model, but the data and analytics software at your disposal.
  • Cloud-based supply chain solutions give these organizations the ability to quickly scale and compete as the global economy bounces backSo does traditional multi-tenant SaaS.
  • a means to automate many standard processes while managing the exceptions more effectivelyThis is entirely dependent upon the capabilities of the software.
  • a typical cloud supply chain solution already has all of the infrastructure in place … when a client comes to us, we are able to connect them to a rich community of partners almost instantaneouslyThis is true of traditional multi-tenant SaaS vendor platforms that maintain supplier communities, as well as current marketplaces and third-party exchanges. The Cloud just provides a new delivery model for the platforms.
  • cloud-based supply chain solutions can improve competitive advantageThis comes down to the TCO and ROI of the solution and how it stacks up to the TCO and ROI of the other solutions under consideration.

And if this wasn’t bad enough, just before it went offline, Purchasing reached new lows in software’s future breaks through the “clouds” where it called cloud computing a killer app, which shows a complete and utter lack of understanding about what the cloud is. An app is what you run on a platform, it is not the platform. (Of course, it’s still better than calling Twitter a killer app for Purchasing, which they also did. Aargh!)

Don’t get me wrong, I think the Cloud is great because, done right, it maximizes the efficiencies of SaaS and virtualized, on-demand, data centre models. However, it’s not a magical box that will solve all your problems and hyping it like it is does more harm than good because the uninformed will buy in, and then quickly abandon it when they see it does them no more good than their current solution because they didn’t take into account that everything has to fit perfectly — software, platform, solution partners, etc. — in order to realize additional value, and this will often necessitate upgrades to systems and software and processes across the board.

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Is Egypt Trying to Make BRICE out of BRIC?

Late last year, I noted how “Made in China”, for a growing number of operations, is now “Made in Egypt” as even China is adopting outsourcing. According to a recent Industry Week (Made in China now Made in Egypt) article, over 950 Chinese companies have set up operations in Egyptian free zones and made an investment of about 300 Million to take advantage of cheap labor, investment incentives, and unrestricted exports.

But an even bigger story, as pointed out in a recent paper in “Education and the MBA in the outsourcing sector” by Mark Kobayashi-Hillary of the Egypt ITIDA, is probably the imminent rise of IT Outsourcing In Egypt, which, despite only having 77 Million people to India’s 1.1 Billion, has a large annual graduating class of 330 Thousand students, with 63 Thousand graduating in commerce, 17 Thousand graduating in Engineering, and 14 Thousand graduating with science degrees. Within this pool, you find a large number of technologically skilled, achievement-focused, and multi-lingual students (who also speak English, French, German, Spanish, Italian, Portuguese, or Dutch) suited to the IT services sector. Furthermore, the government is funding a number of workforce development initiatives (which it also initiated) that is currently contributing 6,000 to 8,000 graduates for the IT-BPO industry annually, with plans to scale the efforts until Egypt is producing 40,000 graduates suitable for IT-BPO by 2015.

Furthermore, as highlighted on the “Outsourcing Intelligence Network”, the Egypt IT-BPO Industry aspires to export revenues of 1.1 Billion US this year. And while there are single long-term multi-year outsourcing deals that exceed 1 Billion in the US, for what was, until recently, a relatively unknown player, that’s significant, especially when you consider that Cairo was recently ranked 7th in a recent study by Global Services in its list of the top 50 emerging outsourcing cities. This followed a ranking of “Offshoring Destination of the Year” by the UK National Outsourcing Association in 2008. And, over on Horses for Sources, Ashutosh Vaidya, in a conversation with Phil Fersht, notes that he believes that new emerging countries like Egypt will play a role — in a Hub and Spoke strategy, which was echoed by Phil in a comment.

And even the Wall Street Journal recently had a blog entry on Egypt: Land of Pyramids, the Sphinx … and Outsourcing? which noted how Egypt just cracked Gartner’s list of the top 30 countries for outsourcing and how Intel, the innovative company which transformed its operations from a memory producer to chip producer and shook the industry (and made a market where it’s all about the Pentiums) recently announced it is going to open a production centre in Egypt.

So while Egypt may still be a long way off from making BRICE out of BRIC, it looks like that is their intent. What do you think?

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There Are Fifty Ways IT Can Help To Optimize Global Supply Chain Management …

However, NOT ONE of the five ways offered up in this recent Supply & Demand Chain Executive article on “Five Ways IT Can Help Optimize Global Supply Chain Management” are included! Let’s look at the feeble five suggestions profferred up for (what I can only assume is for) our amusement:

  1. Partner CollaborationBy it’s very definition, collaboration requires people to work together. It’s irrelevant if your systems talk to each other if your people don’t … and no fancy UI is going to get people talking if they don’t want to.
  2. Clear, Concise CommunicationsIf your people don’t speak the same language, no piece of software is going to fix that. You need to invest in training to overcome the cultural divide, not technology.
  3. Process ImprovementAll technology does is take your process and accelerate them. It doesn’t fix them. Unless your people undertake a project to methodically improve your processes, you’ll just end up executing your bad processes, 5, 10, 50, or 100 times faster.
  4. Invest Wisely in ITHUH? This isn’t even an action … it’s what you have to do! Is the article saying that IT can help you invest wisely in IT? I hope not! There’s no such thing as BI, SI, or any other XI vendors want to sell you. The intelligence is in your head, not the software. All the software can do is present you with the ability to look deep into your data to make a good decision.
  5. Manage MetricsWrong again. Five for Feeble Five. Software tracks metrics. It doesn’t manage them … people do. And, as per my piece on why dashboards are dangerous and dysfunctional, if you track the wrong ones, your performance will only worsen over time!

While S&DC Exec usually isn’t at the top of my list when you ask me what the best publications in the space are, it’s usually not at the bottom either. I can’t tell if the editorial staff was sleeping at their desks when this article came their way or if they were jealous of all the recent attention I gave Purchasing who recently told us about Purchasing 0.3 and got it wrong again. What do you think?

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