Monthly Archives: January 2010

Rosslyn Analytics – Taking Analytics-Based Insights to the Masses

I have to say that I am quite impressed with Rosslyn Analytics‘ spend analysis platform and their overall approach to the problem as compared to many of the spend analysis providers in the space, especially given the relative youth of the platform. And no, it has nothing to do with their UI, graphics, or other eye candy that, as you know, accounts for zero points of credit as far as I am concerned (despite the fact that some bloggers and analysts apparently go Gaga for fancy graphics). Heck, I’m not even going to give them points for ease of use, because that’s a basic requirement of any modern supply management application.

So why am I impressed with Rosslyn? Vision. Clarity. Execution.

Rosslyn understands that sustainable results only emerge en-masse when you enable the masses, your platform has to evolve as needs evolve, every organization is different, and even if it every organization wasn’t different, you still can’t do everything yourself, and it shows in their platform and their delivery there-of.

Rosslyn believes that you don’t have spend visibility unless that visibility is available to, and understood by, everyone in the organization. As a result, they not only sell their platform using an unlimited access model, but designed the basics of their platform to be self-explanatory to the point that anyone — be it a procurement, finance, accounts payable, accounts receivable, or sales user — can load it up and intuitively find a report on the aspects of spend or organization performance relevant to them. Their vision is to provide the foundations of a platform that everyone can use to make more informed decisions.

Rosslyn also believes that you can’t make good decisions unless you have a complete set of relevant data. As a result, they have not only streamlined extract and upload for over 30 of the most common ERP and MRP systems, but they have also built a rules-based platform that allows them to integrate with new systems in under a day, on average. They are able to automatically extend your data with D&B data, other third party index data, and even your own proprietary indexes if you have them. And cleansing is built in, as it should be, because the point, as I have stressed over and over again, is analysis. As a result, you not only see an integrated view of your data, but you have the ability to augment it with non-spend data and give it context, because A/P and invoice data is just the beginning.

Rosslyn is committed to insuring that each and every customer gets rapid results, and their execution speaks for itself. Not only are they able to get even the largest companies up, running, and fully operational — with an average refresh rate less than 24 hours (maxing out at 72 hours, which compares very well with the industry average of 4-5 weeks for most of the spend visibility platforms on the market) — in two to three weeks, but most of their customers see ROI in under 8 weeks. Furthermore, while most organizations will start with only 10 to 20 users, they find that the number of users increases 10-fold within 3 months. In addition, they are constantly upgrading their fully cloud-based multi-tenant SaaS solution with new features, with major upgrades every quarter and minor upgrades every few weeks. Sometimes they add new reports and reporting capabilities “seemingly overnight” to meet the evolving needs of their user base.

And while the platform may not do everything you might want (but then again, what platform will), you can take comfort in the facts that (1) it’s as good as the majority of the spend analysis platforms on the market and that (2) Rosslyn understands you can’t do everything. Thus, while some of the platforms are trying to broaden their footprint and do everything, Rosslyn is staying focussed on spend visibility and working with third-party e-Procurement platform providers to give you a complete solution. Furthermore, while some platforms will make it nearly impossible to get your data out in an effort to lock you into their solution exclusively, Rosslyn makes it just as easy to get your data out of their platform as they do to get your data in. Recognizing that some users will always be more comfortable with Excel, that power analysts will always be trying to come up with new ways to analyze data that current platforms don’t yet address, and that some corporations have invested Millions in proprietary data warehouses and business intelligence platforms, Rosslyn supports exports to a number of standard data formats (XLS, CSV, PDF, etc.) and supports full bi-directional integration with your data warehouses. (They can extract your data, cleanse, classify, and augment it with their rules-based classification engine, and push it back in automatically on a regular refresh cycle.)

In Part II, I will describe the built in capabilities of the platform as it exists now, and some of the exciting developments you’ll see next quarter.

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New and Upcoming Events from the #1 Supply Chain Resource Site

The Sourcing Innovation Resource Site, always immediately accessible from the link under the “Free Resources” section of the sidebar, continues to add new content on a weekly, and often daily, basis — and it will continue to do so.

The following is a short selection of upcoming webinars and events that you might want to check out in the coming weeks:

Date & Time Webcast
2010-Jan-26

10:00 GMT-08:00/AKDT/PST

Leveraging Oracle BI
Sponsor: Oracle
2010-Jan-26

11:00 GMT-08:00/AKDT/PST

Effective Procurement Engagement Within Marketing Spread
Sponsor: Sourcing Interests Group
2010-Jan-27

11:00 GMT-05:00/CDT/EST

Managing Supplier Performance and Compliance Risk
Sponsor: Aravo
2010-Jan-27

1:00 GMT-05:00/CDT/EST

Recovery 2010: The Rise of Contract Talent
Sponsor: Fieldglass
2010-Jan-27

14:00 GMT-05:00/CDT/EST

Visual Spend Analytics : Take Your Spend Analysis to the Next Level
Sponsor: tableau Software
2010-Jan-27

11:00 GMT-05:00/CDT/EST

Using demand management to drive procurement excellence
Sponsor: Ariba
2010-Jan-28

15:00 GMT-08:00/AKDT/PST

Oracle Supply Chain Webcast
Sponsor: Oracle
2010-Jan-28

14:00 GMT-05:00/CDT/EST

Lean Quality for Pharma and Consumer Product Manufacturers: Saving Millions With Rapid Testing
Sponsor: Celsis
2010-Jan-28

12:00 GMT-05:00/CDT/EST

Commodity Management for Supply Chain Professionals
Sponsor: PMAC

Dates Conference Sponsor
2010-Feb-22 to
2010-Feb-23
Institute of Business Forecasting: Supply Chain Forecasting & Planning Conference
Phoenix, Arizona, USA (North-America)
IBF
2010-Feb-23 to
2010-Feb-26
Logistics and Supply Chain Management 2010
Orlando, Florida, USA (North-America)
SAP
2010-Feb-23 to
2010-Feb-24
Cold Chain Storage and Distribution conference
London, England, UK (Europe)
Arena International Events
2010-Feb-24 to
2010-Feb-25
eWorld Purchasing and Supply
Birmingham, England, UK (Europe)
eWorld
2010-Feb-25 to
2010-Feb-27
Clean Energy Power 2010
Stuttgart, Germany (Europe)
Simba Media GmbH
2010-Feb-25 to
2010-Feb-25
Spend Management Day
Los Angeles, California, USA (North-America)
Ariba

They are all readily searchable from the comprehensive Site-Search page. So don’t forget to review the resource site on a weekly basis. You just might find what you didn’t even know you were looking for!

And continue to keep a sharp eye out for new additions!

Spend Analysis II: Why Data Analysis Is Avoided

Today’s post is from Eric Strovink of BIQ.

If I have learned one thing during my career as a software developer and software company executive, it’s this: contrary to what I believed when I was a know-it-all 20-something, there are a lot of clever people in the world. And clever people make smart decisions (for example, reading this blog, which thousands do every day).

One of those decisions is the decision NOT to perform low-probability ad hoc data analysis. It’s a sensible decision. Sometimes it’s based on empirical study and hard-won experience, and sometimes it’s a gut feel; but either way, the decision has a strong rational basis. It’s just not worthwhile.

A picture is helpful:


Click image to enlarge

The above shows the expected value of an ad hoc analysis of a $100K savings opportunity. On the X axis is the number of days required to prepare and analyze the data; on the Y axis, the probability that the analysis will be fruitful. I chose a $700 opportunity cost per analyst-day; choose your own number, it doesn’t really matter.

Note that the graph is mostly “underwater”; that is, the expected value of the analysis is largely negative. Unless the probability of success is quite high, or the time taken to perform the analysis is quite low, it’s simply not a good plan to undertake it.

We are all faced with the decision, from time to time, whether to explore a hunch or not. However, an analyst can only work for 220 days per year. Sending a key analyst off on a wild goose chase could be a serious setback, so it’s a risky decision, and we don’t do it, and so our hunches remain hunches forever.

But what if it wasn’t risky at all?

Nothing can be done about the “probability that the analysis will be fruitful”; that’s fixed. But plenty can be done about the “number of days required to prepare and analyze data.” Suppose a dataset could be built in 5 minutes, and analyzed in under an hour? This turns the expected value of speculative analysis sharply positive. Suddenly it is a very good idea indeed to perform ad hoc analysis of all kinds.

And that’s good news. Because there is a ton of useful data floating around the average company that nobody ever looks at. Top of the list? Invoice-level detail, from which all kinds of interesting conclusions can be drawn. Try this experiment: acquire invoice-level (PxQ) data from a supplier with whom you have a contract. Dump it into an analysis dataset, and chart price point by SKU over time. Chances are, like most companies, you’ll find something very wrong, such as prices all over the map for the same SKU (ironically, sometimes this happens even if you have an e-procurement system that’s supposed to prevent it). If you have a contract, only one of those prices is correct; the rest are not, and represent money on the table that you can recover trivially.

Of course, please don’t spend weeks or months on the exercise, because then it won’t pay off. Instead, find yourself a data analysis tool with which you can move quickly and efficiently — or a services provider who can use the tool efficiently for you (and thus make a contingency-based analysis worthwhile for both of you). Bottom line: if you can’t build a dataset by yourself, in minutes, you’ll end up underwater, just like the graph.

Next installment: Crosstabs Aren’t “Analysis”

Previous Installment: It’s the Analysis Stupid

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There’s Good Risk Management Advice …

… and then there’s the risk management advice in the Logistics Management version of the “Supply Chain 2010” article. According to this version, you should:

  • get in the habit of much shorter contracts
    … and throw any hope of cooperative innovation right out the window
  • adopt a logically variable cost structure
    … and watch your costs go through the roof every time an index runs wild
  • get in the habit of stress testing your supply chain
    … instead of taking the time to design it properly so that it survives the stress tests

Risk isn’t going away and you have to start managing it better, but don’t make stupid decisions based on the assumption that this transient, lengthy recovery is the way things are going to stay. We’re working our way back to the Old Normal, and as I pointed out in my last post, that requires visibility, flexibility, and education. Don’t forget that.

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Not All CRM Ideas Will Translate to the Supply Chain

A recent article in Stores offered up “20 Ideas Worth Stealing”. It was interesting, but what really struck me is how sometimes even the greatest ideas don’t translate when we take the supply chain as a whole into consideration.

Specifically, the following ideas in particular don’t translate well:

  • 15 Seconds of Fame
    In supply chain, this usually results from a late shipment, a crisis, or a supply chain disaster, such as lead-painted toys, poisoned toothpaste, or tainted food.
  • Downward Dog = Upward Momentum
    You don’t get the same kind of collective experience in a classroom that you get at a concert, movie theatre, or yoga class. (And that’s probably a good thing.)
  • Lickity-Split Product Trail
    Try-before-you-buy is a great strategy, but it only works if you’re offering SaaS supply chain software. You can’t try out a custom made component before it’s built, and no plant is going to invest tens of thousands (or millions) to make a custom product before you commit to paying for it.
  • Luxury Goes Recession Chic
    “Good-enough” is not always “good-enough” where health and safety are concerned.
  • Temporary Stores, Lasting Impressions
    While it’s relatively cheap to put up a temporary store (just lease some available retail space), it’s very expensive to put up, or even lease, a temporary factory.
  • Tweet Success
    Please, No! Please, Please, No! (Like your suppliers are really going to care about your random thoughts.)
  • Putting the Gas in Gastronomy
    While a proliferation of easily configurable options might please the customer base of the food and beverage industry, a proliferation of SKUs will strain your operations.
  • Prime the Sales Pump
    The equivalent would be telling suppliers you’ll pick up the tab no matter how they ship. This is dangerous if they always ship late and you have to expedite every order.
  • Experts on Call
    Why is it your responsibility to hold all of the expertise? Shouldn’t it be a collaboration between you and your supplier?
  • Partnerships for Change
    Change is good, innovation is better.
  • Social Colonization Shifts the Power of Influence
    Customers usually know what they “want”, not what they “need”. They know the “problem” they want solved, but not the “solution”.
  • Crowd-Sourcing Flavour
    Again, customers can provide input, but not solutions. That’s why you’re in business.
  • Appetite for Apps
    While you need good technology to get ahead, application overload, or big-bang system upgrades, can kill you.
  • Door to Floor in a Flash
    While JIT sounds great in theory, too much in practice can be costly. Better demand management and demand planning is a smarter option.

On the other hand, these ideas do translate well:

  • Tapping Outside Expertise
    You should bring in outside expertise regularly to complement your own.
  • Driving Sustainability
    Sustainability helps you stick around for the long term.
  • Keeping Gen Y Engaged
    You need to keep them interested, if they are not already your employees today, they are your employees of tomorrow.
  • Credit Where Credit’s Due
    You should always credit your suppliers for the value and service they provide you.
  • Channel Shifting
    If you can shift, you have flexibility, and that can be a good risk mitigation strategy.
  • Smart Assist
    If you help your suppliers in their time of need, maybe some day they’ll return the favour.

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