Monthly Archives: May 2010

For Efficiency, Find a Software Vendor That Uses the Three Minute Rule

A recent post over on the HBR blogs documented Cue Ball‘s “three minute rule” that they encourage their portfolio companies to adopt. According to Cue Ball, the best way to not only develop a customer-driven approach, but to truly develop customer understanding, is to use the three-minute rule where you ask your customers what they are doing three minutes before they use their tool and three minutes after.

The example they give is that, at Thomson, one of the products provides investment analysis of financial earnings data. What Thomson hadn’t fully appreciated — until they applied the three minute rule — was that immediately after accessing the data, a large number of analysts were painstakingly importing it into Excel and reformatting it. This led Thomson to prioritize developing a more seamless Excel plug-in with enhanced formatting capability. The result, an almost immediate and very significant uplift in sales.

If your software vendor uses the three minute rule, then they understand how you use each of their various modules and the integration will allow you to flow from one to the other without having to manually cut and paste data, wait thirty to ninety seconds for new modules to load, or load up Microsoft Office to complete a basic task. Furthermore, they’ll understand what applications you’re using before and what applications you’ll be using after and include easy import and export features that make importing data from the predecessor application a single click and make exporting data to the next application a single click. If switching modules is a pain, or importing and exporting is a nightmare, your vendor does not follow the three minute rule and it might be time to reevaluate your platform choices.

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10 Best Practices for Software Selection from Software Advice

Industry Week recently published “10 Best Practices for Software Selection” from Software Advice that were pretty good. In brief, they were:

  • Take Ownership of Selection ProcessDon’t delegate to a subordinate or IT. It’s your process that you’re trying to automate and improve, so make sure you get the software that you need.
  • Determine Your NeedsKnow exactly what you need before you even issue the RFP. As I previously wrote, you don’t want to fall for a fliggle-flaggle-floogle sales pitch.
  • Get the Right Software for Your IndustryWhile there are many products out there, some will be tailored to specific verticals. If it’s tailored to yours, it could be a good thing. But if you’re an automotive component manufacturer and it’s tailored for a bottler, it might not be the right software for you.
  • Integrate the Enterprise over TimeBuying a suite that integrates the majority of your back office functions under one umbrella might be the right decision, but the last thing you should do is a big bang implementation — unless, of course you want your operation to go out with a big bang. Remember Foxmeyer? They were a 5 Billion Dollar company until they tried to do a big bang update of all their hardware and software systems, which went up in a bang that resulted in Chapter 11 and a fire-sale to their arch rival for a mere 80 Million.
  • Assess Ease-of-use CarefullyEven if the system does everything you ever wished for, it’s not a good investment if it’s hard to use, because it will just end up being bypassed. It’s much better to have an 80% solution that’s easy and pleasant to use than a 100% solution that requires a team of PhDs and magicians.
  • Ensure Strong Support and MaintenanceThere’s no such thing as bug free software. Don’t let anyone tell you otherwise. Some software will be more bug-free than others, but all systems go down eventually. Make sure the vendor offers great support, because you will need it.
  • Pay Close Attention to Vendor ViabilityThis doesn’t mean that you should buy from the biggest, because even the mighty can fail. It just means the company should be stable with a sizeable customer base that can support it for years to come.
  • Be Realistic About Your BudgetIf you only have 200K, don’t look at software in the 1M range. Don’t even look at software in the 500K range. Focus on finding a solution you can afford, even if it’s not perfect. If you can find a point solution for 100K that has a 5X ROI, then you’ll have a 500K budget next year to fill in the gaps.
  • Understand your Deployment OptionsIf you don’t have a solid IT department, or they’re overworked, you probably should not be looking at on-premise. Similarly, if corporate policies prohibit certain data from leaving your four walls, you might be forced into an on-premise solution.
  • Plan your platform technology needsUnderstand your current platform and the options you are able to support. If you’re a Microsoft Shop, you should probably be looking at .Net solutions. Similarly, If you’re a Linux or Unix shop, a .Net solution should be immediately crossed off the list.

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Extracting Great Performance from Great Strategy

Back in 2005, Mankins & Steele wrote a great article for the Harvard Business Review on “Turning Great Strategy into Great Performance” that outlined seven rules for successful strategy execution that fit nicely within our strategy development and execution framework. Since the article has probably faded from collective memory, here are the seven rules and why you should revisit the article.

  1. Keep it SimpleClear goals. Clear actions. Clear boundaries. If an average high school student can’t understand the plan, it’s too complicated.
  2. Challenge AssumptionsIt’s important to ensure that the assumptions underlying the strategic plan represent real market economics and actual organizational performance relative to industry peers and rivals. An organization should continually analyze market profitability, costs, and pricing relative to the competition, for starters.
  3. Speak the Same LanguageOperations, marketing, and finance must agree on a common framework for execution and performance assessment.
  4. Discuss Resource Deployments EarlyExecution requires people, who have to be trained, geared up, and ready to go.
  5. Identify PrioritiesMake sure that strategic priorities are explicit and focussed on.
  6. Continuously Monitor PerformanceTrack real-time results against the plan, reseting assumptions and reallocating resources as required.
  7. Develop Execution AbilityMake selection and development of leaders and trainers a priority.

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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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What Can the Right 3PL Do For You?

A recent article in World Trade Magazine on “delivering supply chain excellence” listed seven services beyond simple logistics that your 3PL might be able to do for you. They’re worth looking into, especially if you don’t have the resources or expertise to efficiently manage certain aspects of your supply chain in house.

  • Network OptimizationIf your 3PL is efficient, it has optimized its own network. If it’s forward thinking, it will maintain an industry leading supply chain network optimization solution in-house that it can use to help its clients optimize its distribution network. If you haven’t done a network optimization, chances are your current DC locations are not optimal from a service or cost-of-service perspective.
  • Demand Supply PlanningThe 3PL can use its distribution data and optimization platform to understand how much inventory a client is carrying across their network and how much the client should be carrying at each location within their network to meet demand at the target service level.
  • Centralized BookingIf you have disparities in your booking and PO management processes, the 3PL might be able to offer you a centralized solution by becoming the central booking party of the transaction.
  • Value-Added ServicesA 3PL, well versed in best practice methodologies, might be able to discover hidden opportunities in your supply chain if you give them the chance. For instance, they might be able to reconfigure your warehouse operations to increase the efficiency of packing operations.
  • Price Management3PLs monitor market pricing very closely and know when there are capacity surpluses or opportunities for savings.
  • Designer NegotiationsSome 3PLs maintain relationships with e-Negotiation providers that can handle full rate and capacity information in the RFX and/or auction, which might be backed with decision optimization. They can license these platforms to you for use in logistics negotiations if you don’t have an in-house platform.
  • White Globe ServiceSome 3PLs offer dedicated services for manufacturers and retailers of large, bulky, hard-to-handle products which will include delivery and installation. Examples include appliances and fitness equipment.

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