Category Archives: Blogologue

You Know Your Procurement Rules Are Onerous When

Even your public sector organizations are saying the rules are inflexible, complex, and onerous! Seems that the NHS, who need to find 50% more savings and make up to twenty billion pounds of efficiency savings by 2015, are heeding my advice that they need to stop buying like a government agency and have made a submission to the European Commision’s consultation stating that EU public procurement law should be amended to allow for greater negotiation with bidders during the selection and award process.

According to a recent article over on SupplyManagement.com, the NHS Confederation has called for a significant increase of the threshold at which organisations are obliged to follow EU rules. The current level applies to many relatively small contracts, putting them through the same onerous tendering processes as ones worth many millions which, as I pointed out in my post on how the NHS can find 50% more savings, is moronic. When the bid is too low, you get organizations bidding that have mastered the art of the “change order”. They agree to do “X” where “X” sounds like it is what you want, but really isn’t, and then to get what you really want, because of the tight contract, you’ll have to pay a ridiculous amount in change order fees, and the result is that the net cost will be more than the highest bid, and significantly more than the lowest bid from a competent, honest, vendor.

Hopefully when the EU revises the regulations this summer, they’ll listen to the NHS request. Otherwise, there’s no way the NHS is going to find the savings it needs to continually reinvest in patient care, wait times are going to continue to go up, and quality of service is going to continue to go down.

We Need a “Loser Pays” Bill for Patent Lawsuits

If we can’t follow Europe’s lead and abolish software patents and get rid of the patent pirates once and for all, we should at least consider a loser-pays bill to prevent superfluous patent lawsuits which seem to litter the space every few years. Forget about the attempt to bring the English Rule to Texas, bring the patent pirate rule! And then, to make it really interesting, if the plaintiff loses, it pays double!

It’s time we got back to competing on service and value.

Is That US MBA Really Worth 80,000?

According to ans article over on MBAPrograms.org, the average cost of a two year MBA is $80,000, which is more than the average annual salary of a graduate. But is it worth it? Especially when this recent article by Robert Kaplan on “The Hollow Science” (on the HBR blogs) points out that US MBAs have too much training on the coastline of business and not enough on the mainland. Too much discussion, and analysis, on the capital markets where companies and investors meet (and on the associations between the prices of traded equities, debt, and financial instruments and the information in company disclosures, corporate governance practices, and financial analysts’ reports and not enough on emerging best practices in asset valuation and risk management in well-managed financial institutions.

And if this isn’t enough to deter you, some US companies (and one US bank in particular) have already stopped hiring U.S. business school graduates because, in Kaplan’s words, they don’t have the requisite skills to value and assess the risks of complex, infrequently traded assets, for staters.

So is that US MBA, which might get you black-balled, really worth $80,000?

It’s Sourcing, Procurement, and Global Trade

A few years ago, I took the time to remind you that it’s Sourcing and Procurement because it appeared that some vendors wanted you to believe that it’s e-Sourcing or e-Procurement, or some fractured combination of both, because that’s what they have and they want all of your business.

As I said before, e-Procurement and e-Sourcing are not the same thing. From a supply management perspective, they’re two halves of a whole, one tactical and one strategic. And while they bring value alone, combined they bring much greater value. Sourcing leads into Procurement, usually off of a contract, but sometimes after e-Negotiation or decision optimization alone, and Procurement leads back into Sourcing, through the analysis step. Without Procurement, the organization wouldn’t have a large transaction database and extensive visibility into spend, and without Sourcing, there would be no strategically negotiated contracts to buy against, leaving procurement managers the freedom to spend willy nilly.

But when it comes to supply management, Sourcing and Procurement are still not the full picture. While they are the full picture from the viewpoint of the buyer / analyst in a mid-sized or larger supply management organization, they do not address the supply side, or the fact that goods need to come from a supplier, sometimes by way of a distributor, and end up in the buyer’s warehouses for shipment to stores and/or end consumers.

The goods have to be packed, shipped, exported, imported, and, sometimes, financed. And the settlement function has to take into account invoice discounting and chargebacks, at a minimum. This doesn’t sound too bad until you realize that the average international shipment requires twenty or more documents for export and import, especially when the US or the EU is involved. Ever since the introduction of 10+2 and new advance cargo declarations in the EU, it seems that documentation requirements have been compounding ever since.

And while this functionality does not necessarily have to be in the e-Sourcing or e-Procurement system, it is needed by any company doing international business and it should be easy for a company to push data out from the e-Sourcing/e-Procurement system into the appropriate Global Trade Management system and pull the necessary data back in for analysis.

Because, when you consider the average transaction in today’s global supply chain end to end, this is what you usually end up with.

Sourcing – Spend Analysis (what needs to be sourced)
Sourcing – e-Negotiation (RFX, Auction – who will it be sourced from)
Sourcing – Decision Optimization (optional, to analyze the bids)
Sourcing – Contract Management (to store the awards)
Procurement – Requisition (for a Bill of Materials)
Procurement – Approval (for the requisition)
Procurement – Purchase Order (for the supplier)
Global Trade – Financing (can be pre or post invoice)
Global Trade – Packing (goods have to be properly packed and labelled)
Global Trade – Shipping (goods have to be shipped)
Freight Forwarder (if a third party handles the shipping)
Export Documentation (for the supplier’s home country)
Import Documentation (for the buyer’s home country)
Procurement – Good Receipt
Procurement – Invoice
Global Trade – Invoice Discounting (if the buyer pays early)
Procurement – Reconcilation
Procurement – Payment
Global Trade – Settlement (the purchase has to be settled in the source accounting system)
Global Trade – Chargebacks (chargebacks for penalties or returned goods have to be accounted for)
Procurement – Tax Reclamation
Sourcing – Spend Analysis (what needs to be sourced)

What Your Supply Chain Can Learn from Starbucks

A great post over on the HBR blogs on “Why I Appreciate Starbucks” summarized some of the fundamental differences about Starbucks when compared to other multi-national corporations. These differences are part of its success story and contain best practices that can be used to improve your supply chain.

The author identifies the following fundamental differences between Starbucks and your average corporation as follows:

  • it sees itself as part of a larger community,
  • it tries to balance profit with social responsibility,
  • it creates a “third place” between home and office where people can connect comfortably,
  • it trains its employees to brew the perfect espresso in order to insure the quality of its signature product is not sacrificed,
  • it doesn’t let major disruptions delay important actions and events that need to be done,
  • it understands that employees feel far more committed to companies whose values and mission they find inspiring, and
  • it understands that customers and clients increasingly prefer to support companies whose values are consistent with their own.

These lessons can be easily translated into supply chain organization success.

  • The supply management organization must see itself as part of a larger company.
    In a successful business, all of the individual units cooperate and act as one larger business unit.
  • The supply management organization must balance cost reduction with social responsibility.
    The media and consumer backlash that can result if the organization cuts cost by buying from third world factories that employ child labor, for example, can cost way more than the amount the organization will save.
  • The supply management organization must create an atmosphere of collaboration
    and provide a comfortable meeting area where cross-functional teams can meet and work together towards success.
  • The supply management organization must train its employees to source the perfect bill of materials,
    where cost, quality, reliability, and all other important factors to the business unit that needs the product or service are appropriately balanced and the end result is overall better than what the organization would have negotiated on its own.
  • The supply management organization must be able to work through major disruptions quickly and without significant impact to overall commitments to its end customers.
    The supply management organization should regularly be gathering market intelligence and updating its contingency plans and be ready to get the job done no matter what, even if it means a lot of extra elbow grease now and then.
  • The supply management organization must hire an A-Team that believes in the mission and values of the organization.
    A team that is not committed will never achieve the level of success as a team that is.
  • The supply management organization must put the needs of the organizational units they serve between their own.
    The needs of the many outweigh the needs of the few, or the one.

Follow this advice and your supply management organization is on its way to becoming world class.