Category Archives: Procurement Innovation

(Sourcing) Innovation Always Matters

Last Thursday in Global Sourcing: Does Innovation Matter?*, Jason Busch of SpendMatters responded to my invitation in my post Is Low Cost Country Sourcing to China Really Innovative? of the previous Wednesday to comment on my take that “the hurdles and landmines of manufacturing in — and exporting from — China will ultimately catch up with the low labor rates that make the region so attractive in the first place“. The gist of his response was:

(1) It’s irrelevant whether a Spend Management activity is “innovative”, all that matters is the cold facts should speak for themselves and the savings or efficiencies gained from the activity should outweigh the risk it introduces.

(2) Companies contemplating China outsourcing still have much to gain, particularly with respect to supply base localization efforts in China aimed at building local manufacturing capability to penetrate the Asian markets.

(3) Low cost country sourcing, which has essentially been around since the concept of “trade” began, is not about a place or country, but the process of being able to move quickly to take advantage of opportunities as they arise in Asia, South/Central America, Eastern Europe, and maybe even Africa.

(4) Companies newly embarking on low cost country sourcing will find China to be nearer to the end then the beginning of the opportunities curve, with the implication that those countries actively using China for low cost country sourcing already still have the most to gain.

With respect to Jason’s first point, I have to agree that the cold hard facts should speak for themselves but disagree as to Jason’s statement that “innovation is irrelevant”. Innovation should be at the heart of every activity you undertake, and fundamentally, any new action you undertake is probably innovative to you. What is debatable is the degree of innovation. After all, innovation, which can simply be defined as “ahead of the times”, is all relative – to what you do and what your competitors do. Sometimes it will even be undertaking an initiative that generated a known failure for your competitor or an initiative that everyone thinks was past it’s prime ten years ago. Being innovative is not just inventing new tricks, its finding new ways to do apply old tricks, and knowing when to do so to reap the rewards.

With respect to Jason’s second point, I agree that the possibility exists, but firmly believe that it is not a cold hard truth. Not all companies will be equipped to take advantage of the opportunities that exist and navigate their way around the quagmires of wage inflation, skilled employee retention, energy crisis, and over-extended infrastructures. Furthermore, freight costs are increasing around the globe, not just to, from, and in North America and parts of China can still be quite distant from other parts of Asia. (After all, it is the largest country in Asia, excluding Russia, and the third largest country in the world.)

Moving on to Jason’s third point, although the concept of sourcing from low cost countries can be traced back thousands of years, low cost country sourcing has taken on a whole new meaning in the past thirty to forty years. Traditionally, you sourced products globally that you could not produce, or produce in sufficient quantities, locally. Generally, exceptions were only made when it was prohibitively expensive to produce the products locally. After all, before the rise of fast ocean liners and air-freight, it took a long, long, long time to get product from Europe and Asia to North America, and the risks of catastrophe (storms sinking ships, piracy, etc.) were much, much greater. And it is only recently that the leaders in global sourcing have evolved the concept from sourcing from a region to sourcing from an opportunity, a concept I fully agree with – after all, it is a very innovative transformation of the concept of low cost country sourcing.

And with respect to Jason’s final point, I agree fully. For many companies, China will soon be on the way out as new opportunities make their way in.

The puck has been returned.

* Link no longer available.  All posts pre-2012 disappeared during the site revamp in June 2023.

The On-Demand Supply Management Benchmark Report

Aberdeen Group recently released “The On-Demand Supply Management Benchmark Report: Enterprises Turn to the Web and Find Quicker and Better ROI to Help Achieve Supply Management Goals“. (A copy of this report was available for a limited time from Iasta, who licensed it for distribution and made it available on the e-Sourcing Forum [WayBackMachine].)

There are a number of significant findings in this report. Since you can download it for free, I will not attempt to cover the findings in depth here, but simply display the following teasers that should get your mouth watering for more!

  • 57% of survey respondents indicated that on-demand performs better than traditional installed behind-the-firewall legacy applications with a further 33% indicating that on-demand performs about the same; that’s 90% of respondents agreeing that on-demand performs as well or better than traditional legacy applications
  • 57% of survey respondents indicated that on-demand systems are easier to upgrade than traditional installed behind-the-firewall legacy applications with a further 34% indicating upgrades required about the same amount of effort; that’s 90% of respondents agreeing that on-demand systems are at least as easy to upgrade as traditional legacy applications
  • 52% of survey respondents indicated that on-demand systems require less implementation time and effort than traditional installed behind-the-firewall legacy applications with a further 39% indicating installs took about the same amount of time and effort; that’s 91% of respondents agreeing that on-demand is at least as fast to implement as legacy systems, if not faster
  • enterprises deploying on-demand solutions improve spend under management by 28% more than enterprises that deploy installed on-site solutions over the course of a year … 28% … considering that the savings potential for each dollar of spend under management is between 5% and 20%, even if the actual savings realized is only 30.3% of planned savings (industry average – best in class do much better), then you are looking at a savings of at least 1.2M for every 1B … 1.2M+ … and considering that decent on-demand suites can be obtained for 250K/year (not counting professional services), you could easily save 1M just by using on-demand! ( If you are best-in class and capture 70% of planned savings and efficient and get 15% on each dollar of spend under management, you save roughly 3M more on every 1B going with an on-demand solution! )

And that statistic sums up nicely everything I’ve always believed about the inherent value of on-demand. For more of my views, check out my 3-part series over on e-Sourcing Forum if you haven’t already (The Good, The Not-So-Bad, And the Coming Pretty …) and Sudy Bharadwaj’s thoughtful commentary, also on e-Sourcing Forum.

Have a great day and enjoy the study!

You might also enjoy “A Six Step Framework for On Demand Supply Management”, released on the same day as well (login required). Part of Aberdeen Group’s Enterprise Strategies: Insight and Advice for Enterprise Executives, it overviews the Aberdeen PROFIT Framework for Supply Management as a Service (SMaaS). The PROFIT Framework was designed “to aid supply management evaluators in understanding how to deploy an On Demand solution to drive value”. It provides a series of Process, Regulatory, Operational, Financial, Intelligence, and Technology questions whose answers are designed to help you make the right decision.

Procurement Independence at the Coupa Cabana Cafe

This month, Dave Stephens of Procurement Central (WayBackMachine) will formally launch Coupa eProcurement, an open source offering with the ambitious goal of becoming the first self-service buying tool that employees actually want to use. Besides eliminating manual processes (and you should know by now that I believe in purchasing automation with the eventual goal of completely eliminating purchase orders), Coupa eProcurement claims to enable better buying decisions, easily support special requests, create and manage content, and spread the word on “how to buy”.

Now I’m as skeptical as Jason Busch of SpendMatters and Doug Hudgeon  of Vendor Management (Renamed Contract Capital Management, archived on the WayBackMachine), but I have to admit that I’d like to “… Imagine a world where it’s easier to follow the rules than to break them. Imagine receiving accolades for providing users with an easy system for what should be an easy process: buying what they need, when they need it. Imaging deploying … a complete requisition to order system with best-in-class usability and collaboration features …“.

Now, I was lucky enough to get a webex preview of this system last Tuesday and would like to say that it is looking really good. A web-based solution, your buyers can open their browser and log in to a procurement portal customized to their needs.

On the main page, besides your usual main bar, news section, and intranet document access, you have an RSS-based news feed which is always automatically up-to-date, a one-stop google-style search-box that you can use to search for information and items in your approved purchase catalog, and an ask-an-expert question box that will submit questions to an in-house expert. Once answered, these best practices will be institutionalized in a dynamically evolving FAQ. In addition, instead of forcing a rigid organizational structure on your best practices and policies documents, news items, and catalog items, it offers the concept of a self-updating “tag cloud” that shows users what index terms are currently in common use and allows them to evolve the indexing methodology to what they feel comfortable, and productive, with as a team.

Furthermore, it also integrates one of the easiest-to-use shopping-cart based requisitioning systems that I’ve ever seen. (And I’ve designed a few slick offerings myself as a former e-commerce developer.) It’s easier then amazon’s “one-click”, since that’s only one-click after you’ve made multiple clicks through the site trying to fill your cart and only one click if you use all default buying options. Coupa’s offering lets you find an offering, add it to your requisition cart, and then add items to the cart in the cart screen based on integrated smart drop-downs and editable smart-search fields – it’s as easy as filling out a line on a purchase order. If you know what you need, you can go right to the cart, define what you want in the cart, have the line items appear, click “requisition” and off shoots an e-mail to your supervisor indicating an order is waiting for her approval.

Now you’re probably thinking … “If it’s that easy for a user, I bet it’s an administrative nightmare to keep it running”. Well, although Dave hasn’t released any details to me on the technology stack yet and I don’t know how hard it will be to install, I can say that keeping it up to date is pretty simple. Adding your catalog of approved items is as simple as sucking in a well formatted file or integrating with a PIM (Product Information Management) exchange on a push/pull model. Adding policy documents or news items is a snap. And approvals, nicely summarized on clear and crisp screens, are as easy as a mouse click.

The only thing that bothered me slightly was the fact that there is no separation between “catalog” and “contract”. However, from a procure-to-pay point of view, this is a brilliant idea (as long as you associate expiry dates with the catalog items). After all, you should not have items in your system that are not under contract or not approved for purchase, so the separation of these concepts would only add complexity to what would otherwise be a simple system (again, providing catalog items have an expiry date associated with your contracts and these catalog items disappear if those contracts do not get renewed).

Now, add all this to the fact that Coupa intends the total cost of system ownership to be 2x to 3x less then the cost of ownership of the typical e-procurement offerings from SAP and Oracle, and Coupa starts looking very attractive.

However, I have to agree with Doug and say that “ Dave’s chance of success depends entirely on the shape of his target market. If he goes after the most demanding customers in the spend management market with a version 1.0 system then he will have a long slog in front of him … ” but if he instead focuses on “ ‘overshot’ customers who do not require all of the features of the current suite of products or to non-customers who are excluded from the current suite of products for reasons of price or complexity … “, I think he has a great chance, especially if he focuses on the benefits a customer can receive by pairing his tactical e-Procurement offering up with affordable on-demand e-Sourcing suites like Iasta’s SmartSource suite (with release 7.0 slated for this summer) that covers the strategic aspects of the procurement function. After all, low cost on-demand sourcing software plus low cost procurement software (which can be hosted on-demand as well) equals a full Total Value Management e-Solution (on-demand) at a low cost, and this is a powerful proposition for small to mid-market firms that really need a world-class solution but can’t afford an IBM, Ariba, Emptoris, Oracle, or SAP to make it happen.

Purchase Automation

Today we are going to talk about purchase automation and review how it helped Fluor Hanford transform their sourcing organization, as described in the article “Empowering End Users” in the latest issue of Inside Supply Management.

Fluor Hanford developed a tool that, among other benefits,

  • provided visibility on existing material inventory levels throughout the company,
  • reduced transactional involvement,
  • took greater advantage of the cost and process savings offered by the purchase card system, and
  • drove additional price reduction through supplier integration.

This allowed the organization to reduce redundant buying by about $300,000 in a twelve month period, the average per transaction cost by 68% (to $34 from $106), and convert all sourcing areas to an Electronic Commerce Agreement.

As we discussed last Wednesday, the ultimate innovation in procurement evolution is the purchase order free supply chain, but just like you can’t go from zero to sixty in a sports car, you can’t go from no automation to no purchase orders in a single step, it’s a process, and the real innovation is in continuous process improvement, with streamlined automation the best practice first step.

Innovation Week I Review

This week we discussed five sources of sourcing innovation:

  • Going Green, which can help you reduce costs, increase market share, help the environment, and keep the tree-huggers happy – all at once!,
  • Build-to-Order, which allows you to increase customization, avoid single-sourcing scenarios, and operate using demand-driven best practices,
  • Purchase-Order Free Supply Chains which allows you to decrease processing time and divert resources to more strategic activities, reduce inventory, and avoid stock outs,
  • Procurement Lead Time Optimization to take your Total Value Management sourcing activities to the next level, and
  • Outsourced Innovation that can help you jumpstart your innovation endeavors, manage the process, and even solve challenges that stump your best people.

As time goes on, we will discuss many more. (And fortunately for me, there are many more … otherwise “Sourcing Innovation” would be a very short lived blog!) David and I are planning multiple three-part series on Purchasing Innovation on (WayBackMachine) eSourcing Forum as part of the summer series, so be sure to keep a watchful eye on ESF this summer. I’d also like to point out this week’s article on SupplyManagement.com (WayBackMachine) noting that the message of this year’s CIPS Premier conference was “Innovate or fail“. It quotes Ian Pearson, a futurologist at BT, who indicated in his keynote that “The five-year plan is dead. You need agility because your business will not be the same in five years’ time. If you stay doing what you’re doing for five minutes you go out of business, so you have to adapt and innovate continuously.”

Like my colleagues, I love good stories of innovation from the trenches. If you have an innovation story you’d like to share, feel free to post a comment at any time, or, better yet, e-mail me. Good stories get front and center posts!

Tomorrow we will continue our Problem Solving Series and next week we will discuss some innovative best practices to jump-start your sourcing organization.