Will the Gates of Hades Open Today?

For those of you with an iPhone who have asked about today, or who have followed the rumours on the iOS forums, you know that if you ask Siri about today (What day is July 27?) and/or ask when the Gates of Hades Open (What day is Opening Gates of Hades?), Siri will tell you that they open today. (When I ask Siri the second question, it says the gates of Hades will open today.)

Some users are speculating as to why. Today is the first day of the Chinese Ghost Month and the Ghost Festival (and the Chinese say that the gates of hell, which is under the sea and has 10 palace halls, are opened on the first day of the 7th Chinese Lunar month at midnight, which starts with the new moon that occurs today). Today is also the new — hidden — moon, which is associated with the Greek God Persephone who is Queen of the Underworld and the wife of Hades (but if this [alone] were the reason, would not the gates of Hades open with every new moon). It’s also the last day of Ramadan. When Ramadan arrives, the gates of Paradise are opened and the gates of hell are locked up and Shaytan (devil) are put in chains (Source: Wikipedia). Thus, the implication is when Ramadan ends, the gates of hell again open and the devils are set free.

Is it the rare convergence of Islam, Taoism/Daoism, and Greek mythology that is causing Siri to reason that today is the day the Gates of Hell/Hades open and release  the souls trapped within upon their earth? Or is it something deeper and darker that only Siri in her infinite AI wisdom knows. What do you think?

Don’t bother asking LOLCat. I don’t mean to alarm you, but I already asked, and here is what LOLCat had to say:

I Have Seen The End!

Could You Be Doing It Right? Part III: Big Data

In last Friday’s post, we asked if you were doing it wrong. In particular, we mentioned category management, supply chain risk monitoring, and big data, and asked if you were doing them wrong. We noted that even though a number of companies have jumped on these runaway bandwagons, most have yet to grasp the reigns and take control of the wagon and get it on the right track.

Why is that?

Fundamentally, it’s the same reason that there are no world class Procurement Organizations in Asia Pacific — the classic Triple-T problem.

  • Talent
    the organizations don’t have the right talent to properly manage the initiative
  • Technology
    the organizations don’t have the right platforms to capture the right data and support the right processes
  • Transition Management
    the organizations don’t have the right processes in place to handle the necessary organizational shift to properly manage the initiative

Once the talent, technology, and transition management is in place, the organization has what it needs to fully embrace the initiative and take it to the next level. And do it right.

Where should your Supply Management Organization start? By identifying the core capabilities that are required in each “T” category and finding the right talent, technology, and transitions management for the initiative, the organization will be well on its way.

In the rest of this post, we’re going to talk about the requirements for an organization to get on the right category management track.

Talent for Big Data

Good big data scientists need the following hard and soft skills:

  • Algorithms
    there’s no magic algorithm where big data is concerned as every problem is unique and requires a unique (variant of an) algorithm
  • Domain Knowledge
    the scientist needs to know when she can be confident in the data and when she can’t; if there is not enough data, or the data is too random or skewed from expected patterns, then the scientist needs to know to trust judgement over data
  • Technical Skills
    the scientist needs to use sophisticated tools to perform her analysis
  • Logic
    the data, and algorithms, are very precise and the data scientist needs to be as well
  • Teaching
    since the majority of organizational employees will not understand what the big data scientist does, she will have to be able to explain what is needed data-wise, what the meaning of the results are, and how confident the organization can be in the results in simple terms
  • Perseverance
    since big data isn’t as simple as just dumping a bunch of data into an algorithm and accepting the result; the first, second, and tenth try won’t always generate a useful result — sometimes the data scientist, like an archaeologist, has to dig, dig, dig

Technology for Big Data

Appropriate technology platforms for big data will have at least the following features:

  • Big Data Stack
    You need an infrastructure that is scalable, replicable, and fault-tolerant.
  • Domain Specific Algorithms
    That can run on the stack and analyze the right data in the right way to generate some useable facts.
  • Powerful Reporting Engine
    That can not only generate reports useful to the scientist but to others in the organization.
  • Powerful ETL Middleware
    As you will need to extract, transform, and load data from a wide variety of sources.

Transition to Big Data

In order to transition to an organization that properly uses big data, the organization needs to hire someone with good change management skills and give that person the tools and C-suite support he or she needs to get it done. That person also needs to be a natural born leader and someone who can work with teams to get it done.

This isn’t a complete (laundry) list of what is required for big data, but it’s a good starting point. Get the right talent, technology, and transition management in place, and your organization will be well on its way to big data* success.

* Especially if you hire a good big data scientist who recognizes that sometimes the data doesn’t have to be all that big to derive a useful fact!

Could You Be Doing It Right? Part II: Risk Monitoring

In last Friday’s post, we asked if you were doing it wrong. In particular, we mentioned category management, supply chain risk monitoring, and big data, and asked if you were doing them wrong. We noted that even though a number of companies have jumped on these runaway bandwagons, most have yet to grasp the reigns and take control of the wagon and get it on the right track.

Why is that?

Fundamentally, it’s the same reason that there are no world class Procurement Organizations in Asia Pacific — the classic Triple-T problem.

  • Talent
    the organizations don’t have the right talent to properly manage the initiative
  • Technology
    the organizations don’t have the right platforms to capture the right data and support the right processes
  • Transition Management
    the organizations don’t have the right processes in place to handle the necessary organizational shift to properly manage the initiative

Once the talent, technology, and transition management is in place, the organization has what it needs to fully embrace the initiative and take it to the next level. And do it right.

Where should your Supply Management Organization start? By identifying the core capabilities that are required in each “T” category and finding the right talent, technology, and transition management for the initiative, the organization will be well on its way.

In the rest of this post, we’re going to talk about the requirements for an organization to get on the right supply chain risk monitoring track.

Talent for Supply Chain Risk Monitoring

Good risk managers need the following hard and soft skills:

  • Analysis
    On what services, products, components, and raw materials is the organization (most) dependent and which of these are sole-sourced and/or in scarce supply.
  • Mapping and Modelling
    What does the multi-tier supply chain look like and how can it be represented in software?
  • Mitigation Planning
    If a certain raw material, component, product, or service becomes temporarily, or even permanently, unavailable, what other options can be put into action?
  • Insight
    The greatest risk is always where you least expect it. You will need someone with great insight to not only determine what types of risk you may face, but how your organization can most effectively monitor for them.
  • Sportsmanship
    You will need a great team player to bring it all together.
  • Crisis Management
    When the proverbial sh!t hits the fan, and the organization goes into panic, you need a strong, level-headed crisis manager to get them back on track quickly, and without loss.

Technology for Supply Chain Risk Monitoring

Appropriate technology platforms for risk monitoring will have at least the following features:

  • Supply Chain Mapping
    the platform should map your supply chain multiple tiers down to the source raw materials for any raw materials you are dependent on
  • Event Monitoring
    the platform should identify any natural or man-made disasters that can disrupt your supply chain
  • Mitigation Planning
    the platform should allow the risk manager to put together plans of action should any required part or raw material become unavailable
  • Response Management
    the platform should allow the incident management team to manage the response to a disaster when it occurs
  • Mobile Interface
    as people need to be able to access the platform from anywhere, wherever they are, as the disaster could take out your primary offices

Transition to Supply Chain Risk Monitoring

In order to transition to a proper supply chain risk monitoring framework, the organization needs to hire someone with good change management skills and give that person the tools and C-suite support he or she needs to get it done. That person also needs to be a natural born leader and someone who can work with teams to get it done.

This isn’t a complete (laundry) list of what is required for proper supply chain risk monitoring, but it’s a good starting point. Get the right talent, technology, and transition management in place, and your organization will be well on its way to risk management success.

Could You Be Doing It Right? Part I: Category Management

In last Friday’s post, we asked if you were doing it wrong. In particular, we mentioned category management, supply chain risk monitoring, and big data, and asked if you were doing these three thing wrong. We noted that even though a number of companies have jumped on these runaway bandwagons, most have yet to grasp the reigns and take control of the wagon and get it on the right track.

Why is that?

Fundamentally, it’s the same reason that there are no world class Procurement Organizations in Asia Pacific — the classic Triple-T problem.

  • Talent
    the organizations don’t have the right talent to properly manage the initiative
  • Technology
    the organizations don’t have the right platforms to capture the right data and support the right processes
  • Transition Management
    the organizations don’t have the right processes in place to handle the necessary organizational shift to properly manage the initiative

Once the talent, technology, and transition management is in place, the organization has what it needs to fully embrace the initiative and take it to the next level. And do it right.

Where should your Supply Management Organization start? By identifying the core capabilities that are required in each “T” category and finding the right talent, technology, and transition management plan to support the initiative, the organization will be well on its way.

In the rest of this post, we’re going to talk about the requirements for an organization to get on the right category management track.

Talent for Category Management

Good category managers need at least the following hard and soft skills:

  • Analysis
    to determine the volume and spend in the category
  • Modelling
    to determine the major cost components, and cost drivers, of the major products or services in the category
  • Commodity Market Expertise
    in the major raw materials and commodities used in the production of the major products in the category
  • Stakeholder Management
    as savings and performance improvement will usually come from consolidating related items with a smaller set of suppliers, which is going to ruffle some feathers when some departments lose their coveted suppliers and supply relationships.
  • Negotiation
    since not only will the individual need to consolidate a set of commodity purchases with a single supplier, but the individual will also need to cut a good deal and maybe even convince the supplier to take some business it normally wouldn’t want
  • Change Management
    since good category management typically requires changing the way the organization conducts business today

Technology for Category Management

Appropriate technology platforms for category management will have at least the following features:

  • Spend Analytics
    with extensive aggregation, cubing, and filtering capability
    as the category manager needs to not only extract volume and spend, but identify related products and services based on components, raw-materials, and sub/related services
  • Should Cost Modelling
    which allows the category manager to understand not only what the product should cost but the primary cost components and the appropriate inputs to an optimization model
  • (Real-Time) Market Data
    which allows the category manager to track historical market trends and predict future prices to time the market if prices are volatile
  • Supplier Performance Management
    which allows the category manager to track and manage supplier performance
  • RFX
    to manage the data collection and track supplier bids and responses before and during negotiations

Transition to Category Management

In order to transition to proper category management, the organization needs to hire someone with good change management skills and give that person the tools he or she needs to get it done. That person also needs to be a natural born leader and someone who can work with teams to get it done.

This isn’t a complete (laundry) list of what is required for proper category management, but it’s a good starting point. Get the right talent, technology, and transition management in place, and your organization will be well on its way to category management success.