Category Archives: Technology

Supply Chain Management Gets SaaS

A recent headline in Industry Week stated that “On-Demand Supply Chain Management Solutions (are) to Increase as Economic Pressures Accelerate”, so I clicked on the link hoping for a new study that would indicate the further rise of cost-effective SaaS solutions in the SCM space. What I got was an article by Mr. John Sicard of Kinaxis, a vendor who offers Rapid Response Management On-Demand. But even though it wasn’t what I expected, I ploughed on, knowing that it was likely to contain some good tidbits as Randy Littleson, blogmaster of The 21st Century Supply Chain and a VP of Kinaxis, has been publishing some great pieces lately, and I expected that the article would build on them.

With many companies now outsourcing most, if not all, of their manufacturing operations to regions outside their target markets, which dramatically increases supply chain complexity and volatility, the need for supply chain management solutions is greater than ever. Add this to the fact that the precarious global market place is demanding more from corporate performance than ever before while stressing staff and budgets, and we have the ideal situation for SaaS offerings. By consolidating multiple traditional desktop SCM solutions into a single low-cost on-demand offering, companies can rapidly gain tangible benefits without stressing IT or the bank account because SaaS removes many traditional barriers to software adoption by minimizing ownership costs and implementation risks.

SaaS solutions generally deploy faster, cost less, and reduce risk when compared to traditional on-premise enterprise solutions and can be a much easier sell to finance departments willing to pay a small monthly fee for an immediate ROI rather than pay out a large sum for a system whose timeframe for return is uncertain at best — especially when you consider that software licenses, unlike physical equipment assets, tend to have 0 resale value. They can also be more flexible (especially since, if the vendor fails to perform, you can extract your data, terminate your contract, and move to a new provider next month), provide superior security (as they have IT security experts on staff while you don’t), and scale better, and faster, as they were built for the cloud.

Nothing SaaS converts didn’t already know, but it’s good to reiterate it regularly as new SaaS solutions come online every day and just because there wasn’t one that met all of your needs yesterday doesn’t mean that there isn’t one today. Keeping an open mind might allow you to find a great new solution at a cost that is but a fraction of the ROI it will return.

Technology and My Hobby

Over on New Florence, New Renaissance, Vinnie Mirchandani has reach his goal of fifty guest author submissions to his Technology and My Hobby series. For those of you looking for something different, but yet interesting, to read … you might want to check this out. To help you find the guest posts related to your hobby, I’ve indexed them by category.

Category Author Company
Archaeology (Armchair) Michael Lamoureux (of Sourcing Innovation)
Baseball (Little League) Mike O’Brien (of Appirio)
Basketball Coaching Dan Dal Degan (of Salesforce)
BBQ Floyd Teter (of Jet Propulsion Labs)
Beagles Peanuts
Blood Donation Tom Foydel (of SightLines)
Brewmastering (Home) Dennis Howlett (of ZDNet)
Bridge David Dobrin (of B2B Analysts)
Cars (Tinkering) Brian Sommer (of TechVentive)
Cartoons (Tech Toons) Alvaro “Blag” Tejada Galindo (of SAP)
Cats Rusty Weston (of Third Set Media)
Chess Rita Mirchandani
Cycling Paul Wiest (of Siemens Enterprise Communications)
Fishing Mike Prosceno (of SAP)
Flying Ameed Taylor (of Applation)
Gardening Erik Keller (of Wapiti LLC)
Gastronomy William Mougayar (of Eqentia)
Golf Jim Rafferty (of Market Shapers)
Green Living Timothy Chou (an Author)
Home Design Josh Snowhorn (of Terremark)
Home Improvement (Global) Helmuth Guembel (of Strategy Partners)
Home Movies Tom Wailgum (of CIO Magazine)
Model Planes Anil Wats (of DP World)
Musical Discoveries Mike Laven (of Traiana)
Jazz (Big Band) Joe Thornton (of Lawson Software)
Organ Playing Gerlinde Gniewosz
Reading Francine McKenna (an Author)
Restoring Antiquarian Books Jason Busch (of Spend Matters)
Rifles (Target) Tom Ryan (of Gartner)
Rock (Guitar) Devan Sabaratnam (of Business on Software fame)
RVs Tom Chimera (of Overpayment Recovery Services)
Running Eric Dirst (of DeVry)
Sailing Curtis Beebe (of PwC)
Side-Tripping Kimberly McDonald Baker (of Project Partners)
Photography Michael Krigsman (of Asuret)
Skiing Sig Rinde (of Thigamy fame)
Snorkeling Louis Columbus (of Cincom)
Soccer Coaching Christian Schuh (of Siemens Enterprise Communications)
Squash Nick Dembla (of Capsilon)
Super Momming Joy Wald (of ADT)
Technology Impact Bob Warfield (of SmoothSpan)
Technology Luddism Josh Greenbaum (an Industry Analyst)
Tennis Karen Beaman (of Jeitosa)
Theatre Marilyn Pratt (of SAP Labs)
Travel (International) Harish Malani
Vinyl DJs Ray Wang (of Forrester)
Wine John Dean (of ex-Steelcase fame)
Working Out Larry Dignan (of ZDNet)
Writing (Adventure) Rein Krevald (an Author)
Youth Science Mentoring Charlie Bess (of EDs)

Will We See The Two-Per-Category Theory Where Supply Chain Technology is Concerned?

A recent TPMA (Trade Promotion Marketers Association) Outlook contained an article by Bob Houk (of the TPMtoday blog) that expounded on the two-per-channel theory that refers to the idea that retail channels are consolidating to the point that there will eventually be only two significant players in each channel. The article also discussed the two-per-category corollary that states that as retail channels consolidate, and as shelf-space decreases and increases in cost, the suppliers to the few remaining retailers will also consolidate.

This reminded me of my recent post on why Marketing is Not Optional and how, as a result of too much inaction on the part of too many vendors and a lack of faith by too many buyers, this prolonged recession is likely to accomplish what years of M&A activity couldn’t, namely, condense the market to a small handful of key players for each technology and services offering. And I got to thinking, what happens if the space over consolidates and we see the two-per-category theory take effect in core e-Sourcing and e-Procurement offerings? What would happen then? We already have the situation where the suite solutions offered by the big providers are essentially the same solutions offered five years ago, with a few more “bells and whistles” in the UI that really don’t offer much in the way of value improvements. Would we have any innovation at all? And more importantly, even if we don’t see the two-per-category, but only see a small handful of providers … would they all centralize on a “value system” like SAP or Microsoft? What value would there be if all the savings they offered up had to be pumped into (ridiculously?) high license fees and maintenance fees with “empty-calories“? Good questions. Scary questions!

And questions we’ll have to ask unless the more innovative vendors wake up and small the espresso, double down, show you the value, and find a way to sell it to you with essentially no up-front cost — which is very realistic with a SaaS model where they can give you a free 30 day trial and not bill you until the end of month two, giving you enough time to get your first quick wins, demonstrate value, and justify the low monthly service fee that you’ll pay for the 3, 5, 7, and 10+X ROI that these solutions will deliver.

Entry Visibility: Your Trade Visibility Success Depends On It

A little over a month ago, I told you that You Need Trade Visibility, which helps you track your products from the time they leave a supplier’s warehouse until the time they reach your end customer, because it helps you to:

  • understand the factors that impact costs, cycle times, and service levels,
  • identify minor issues before they turn into major problems,
  • enforce compliance, and, most importantly,
  • prevent millions of dollars from being flushed down the drain.

And to highlight the last point, I pointed out how

  • A Global Data Mining study across 5 companies with 3 Billion to 31 Billion in revenue found over 150 Million in duty savings alone.
  • Most companies spend hundreds of thousands of dollars in manual filing costs a year for shipments that can be processed for pennies by global trade management solutions.
  • Most trade cycles are 65% longer than they need to be. Each day “in transit” costs roughly 0.5% of the total shipment value and costs an average company 5% of the value of an average shipment.

A key component of trade visibility is entry visibility. An entry visibility solution allows a company to manage the trade compliance process associated with the import of goods that starts when they leave a foreign supplier’s warehouse and ends when they reach their (initial) destination. It ensures that all the regulatory, compliance, and documentation requirements are met in an accurate and timely fashion at the lowest possible cost and prevents costly fines and delays.

Accuracy and timeliness are critical because:

  • An average international transaction could require as many as 35 documents across 25 parties complying with over 600 regulations and more than 500 free trade agreements.
  • Most companies are losing millions in overpayments due to misclassifications:
    • U.S. Customs estimates that between $1.5 and $2.3 Billion of the $20 Billion collectively paid by over 300,000 importers is likely an overpayment (due to a misclassification).
    • A recent Aberdeen Study on Global Trade Compliance Priorities found that the wrong duty was paid on 11% of international shipments.
  • Most companies are losing millions through Free Trade Agreement mismanagement.
    • A recent study quoted by Aberdeen found $17 Million in savings through better utilization of trade agreements across five companies.
    • Black and Decker was able to increase its NAFTA savings by 240%, from $3 Million to $7 Million over 4 years through better FTA management.
  • Inefficient administration of customs processes will cost you 7% of total trade value.
    • A United Nations study estimated that lost opportunities end up costing the global economy over $420 billion annually.

That’s why it’s important to implement an Entry Visibility solution, as it will reduce filing costs, enforce compliance, reduce data synchronization complexity across your supply base, generate the proper import packets, and provide the “Reasonable Care” required by the Mod Act. Furthermore, with a SaaS-based entry visibility solution, such as the solution offered by
Integration Point, you can be up and running in a matter of days, auditing every entry, and eliminating costly overpayments due to misclassification errors.

For more information on how Entry Visibility can save you time, money, and compliance headaches, check out Integration Point’s new white-paper on Closing the Loop with Entry Visibility.

A FieldGlass Update

Those of you who followed the travels of the Sourcing Maniacs on their 2008 Vendor Tour may recall that one of their stops was FieldGlass (in Chicago), a provider of an on-demand contingent workforce management solution.

A well-designed contingent workforce management solution will streamline the contingent labor requisition process, simplify the identification of qualified resources, automate the distribution of requests, standardize resource rates, automate the collection of quotes, track contracts, and insure that staffing companies and contractors always bill at the approved rate, and only for approved hours on approved projects. The solution will reduce recruitment costs, processing costs, and payment costs as well as prevent overcharges and overpayments, which can often total 20% or more at companies with a large contingent workforce and no solution to manage the process.

FieldGlass has taken the SaaS approach to application development, and instead of one big release every year or two, they’ve moved to a quarterly release cycle where they package smaller, but useful updates every quarter. Their latest release adds or improves on four areas functionality:

  • fine-grained service control
    More granular cost allocation, rate card flexibility and tracking down to GL accounts.
  • time-sheet review process
    The ability to have suppliers and local program managers review time-sheets as part of the approval process so that errors are caught, and corrected, earlier (or, in the worst case, supply managers cannot claim lack of knowledge of deceptive billing as they have to sign off).
  • improved ad-hoc approval support
    Sometimes there’s an emergency where you need someone right away and can’t follow the usual process.
  • decision wizard
    That can be used to guide you through the the process.

It was the last capability that caught my attention. With so many options to choose from in a large company: current approved staffing vendor, new recruiter, direct hire … statement of work, position advertisement, RFX … hourly rate, salary, fixed price contract … it can be hard for someone outside of HR and new to their position to make the right decision. The ability to create company specific decision trees for staffing and hiring allows a manager to walk through a series of Y/N or multiple-choice questions and quickly figure out the route they should be taking, the partner (if any) they should be using, the type of position they should be filling, and how they should be classifying it. This, in turn, allows a manager to focus on finding the right resource, instead of wasting time fiddling with processes, which is what workforce management should be all about.