Category Archives: Supplier Management

Optimization: The Only Solution to Complex Spend Management

Today’s guest post is from Paul Martyn, Vice President of Marketing of Bravo Solution.

Paul can be reached at p <dot> martyn <at> bravosolution.com or 312 279 6793.

Most organizations have a diverse spend portfolio that includes many simple, several moderately simple, and a few complex spends.

To address each spend appropriately, we need to understand the dynamics that make each event complex. For starters, let’s look to another ‘multi-faceted’ puzzle; the Rubik’s Cube.

Invented in 1974 by Ernö Rubik, Rubik’s Cube has puzzled generations around the world with its utter devilishness. The multi-faceted nature of the Rubik’s Cube makes for a good analogy to spend management and sourcing.

Read the very interesting Wikipedia article linked above and you’ll find out that a 3×3 Rubik’s Cube has over 43 quintillion starting positions. But, if you know the right combinatorial magic, ANY cube can be solved in 29 or fewer moves. Like spend management, the Rubik’s cube has an extraordinary number of possible starting positions but a logical process (algorithm) can elegantly solve the problem with minimal effort.

Complex Spend Management is another multi-faceted puzzle with even more complexity and ‘faces’ (internal and external to the buying organization) than Rubik’s famous cube. There are many factors which influence decision-making and, like a Rubik’s Cube, each factor of Complex Spend Management is related to the other factors. For example, let’s look at the supplier ‘facing’ decision factors inherent in sourcing decisions; price, incumbency, risk and timing:
If incumbency, supplier risk factors and timing are not important, the spend management puzzle is relatively straightforward to solve. We could use a reverse auction or simple RFI/RFP template and get the cheapest possible price, all other things being equal, pretty easily. This is akin to solving one face of a Rubik’s cube, something most of us have the skills to do.

But, if we are to focus on the multi-faceted nature of our negotiations and explore new, and potentially more efficient, ways of dealing with suppliers while balancing the satisfaction of our internal stakeholders (in operations, finance, marketing, etc) we must recognize how our efforts to solve one ‘face’ or dimension of the puzzle impact the other faces and work to find a solution that satisfies each dimension. We’ve all observed that the price visibility we see in a reverse auction inspires pricing creativity by suppliers. In the same way, if we can offer more visibility into other, non-price stakeholder requirements, we will stimulate suppliers to respond creatively in those areas as well.

Successful sourcing managers find creative ways to drive financial results for their company. Effectively reducing costs means challenging internal stakeholders’ assumptions, preferences, and processes with scenario analysis that quantifies trade-off costs. Buyers need to expand simple price analysis to quantify the total costs (of ownership) absorbed by the operational stakeholders. Complex Spend Management requires that buyers include the inventory and logistics impact in their financial analysis. Buyers are often challenged to explore a wider variety of options to redesign their supply plan while evaluating strategic considerations like ‘make versus buy’.

To address this explosion of complexity, many buying organizations have developed and maintain ‘big ass spreadsheets’ (BASS). BASS were often designed for a single project and then reused on subsequent complex spend events. This approach does not take into account the dynamic nature of Complex Spend Management. The BASS approach is akin to knowing the moves to solve one specific starting position of a Rubik’s cube and applying it to other starting positions – it simply does not solve the ‘new’ puzzle. In short, buyers need a more dynamic and flexible solution.

Fortunately, today’s optimization algorithms provide buyers with a technology that identifies the optimal sourcing solution for each combination of supplier pricing, buyer preferences, business rules and risk factors. This allows buyers to define a problem (starting position) and work with the suppliers in a collaborative manner to propose solutions. The buyers then use optimization to determine which combination of supplier proposals is best.

In essence, optimization technology provides the buyer with the ability to increase collaboration with suppliers and solve any starting position of a Rubik’s Cube by simply pressing the “Solve Now” button.

Thanks, Paul!

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What are the Obstacles to Supply Strategy Implementation?

Late last year, CAPS Research released a report on “Supply Strategy Implementation: Current State and Future Opportunities 2009” that was based on data from 130 supply organizations across 26 industries. The data contained over 1,000 short-sentence responses that were analyzed to come up with this list of the top eight obstacles to supply strategy implementation:

  • Lack of Executive Engagement and Resource Support
  • Inappropriate Organization and Governance
  • Business / Manufacturing / Operations / Technology / Supply Strategies Not Aligned and Integrated
  • Limited External Economic Environment Impact
  • People- and Culture-limiting Change
  • Lack of Information Systems and Data Availability
  • Internal / External Communications
  • Inadequate Measurement and Evaluation

So how can you fix this and implement much needed supply strategies?

  • Follow the twelve steps to purchasing fire (on the e-Sourcing Wiki) and define the value proposition, get the right credentials, perfect the pitch, address the big nos, build the case, and sell the solution.
  • Task the CPO/CSCO with a supply chain re-organization. If you don’t have a CPO/CSCO, get one.
  • Form a cross-functional team, headed by a neutral (and possibly external) party, and task them with a strategy and process alignment.
  • If your organization hasn’t been hit hard, either because you are selling a required resource or commodity, such as energy or food, or because your sound supply management strategies did their job, focus on future threats to get the support required to take your supply management strategies to the next level.
  • If cultural conflicts are standing in the way, enroll your team in a cross-cultural training program, such as the custom program offered by the Global Procurement Group or Global Supply Training.
  • Adopt modern e-Sourcing, e-Procurement, and Trade Management systems.
  • Adopt a collaborative approach and work on streamlining communication channels. Also, develop a crisis management plan, just in case.
  • Create a balanced supply chain scorecard and track the key metrics at least monthly, if not weekly.

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It’s Time To Re-evaluate Your Supply Strategies

Late last year, CAPS Research released a report on “Supply Strategy Implementation: Current State and Future Opportunities 2009” that was based on data from 130 supply organizations across 26 industries. In this survey, the respondents rated the overall importance and implementation importance of 23 different strategies. The results are a little scary: the six lowest rated strategies (where the lowest rated strategy is deemed to be only 77% as important as the highest rated strategy) are the strategies that should be given the highest importance. While the following six strategies, that were ranked highest, are arguably important:

  • Vision, Mission and the Strategic Plan
  • Commodity & Supplier Strategy Process
  • Strategic Cost Management
  • Engagement by Corporate Executives & Business Unit Leaders
  • Human Resource Development
  • Procurement & Supply Organization Structure & Governance

not a single one addresses how you will actually contain costs during a sourcing project. While each of these organizational enablers will improve the capabilities and efficiency of your team, they don’t address the proper way to tackle strategic or high opportunity categories. What’s needed are the following six strategies, which were, unfortunately, ranked lowest:

  • Collaborative Buyer/Supplier Development & Continuous Improvement Collaboration will enable the identification of additional opportunities.
  • Standardization of Systems, Components & Processes Standardizing on parts reduces category management complexity and associated costs.
  • E-Sourcing & Supply Chain Strategies This is where the cost savings really kick in. A well executed e-sourcing project will generally save between 5% and 15% above and beyond what will be obtained with traditional methods. And if advanced techniques, like strategic sourcing decision optimization, are applied, you’ll save an additional 12%, on average. Plus, a well defined supply chain strategy will generally deliver better results than a project undertaken without a strategy.
  • Strategic Insourcing/Outsourcing Identifying those categories you are best equipped to handle and those categories that you are least equipped to handle can result in significant cost reductions as you will be able to outsource those categories you are least equipped to handle to specialists.
  • Environmentally Sustainable Supply Chain Management The times they are a changing’ and you have to be green to save green. Seriously. Run afoul of regulations or ignore your social responsibility, and your supply chain financial statements will soon be covered with red.
  • Supplier Integration into Customer Order Fulfillment A business exists to serve its customers. Integrating the supply chain end-to-end will improve service levels while decreasing associated costs.

So rethink your strategies — and maybe you’ll see your bottom line improve.

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More Headlines You Hate To See

Editor’s Note: Today’s post is from Dick Locke, Sourcing Innovation’s resident expert on International Sourcing and Procurement. (His previous guest posts are still archived.)

Your supplier’s employees are committing suicide. News articles are showing up mentioning your company’s name as a major customer. Your actions are being tracked carefully. (Apple and Dell investigate Foxconn plant)

Headlines like: Foxconn Makes Employees Promise Not to Kill Themselves [DailyTech.com], “Plenty of Foxconn shame to go around”, and Foxconn suicides: capitalism and Marxism treat men like animals cover articles that name Apple, HP, Nokia and Dell as key customers. The term fair trade electronics gets increased currency.

What went wrong here? It would be professional malpractice to even venture a guess without talking to any of the principals involved. Instead I’ll write about electronic industry practice and ask a question or two.

The electronic industry has an Electronic Industry Code of Conduct that major buyers require suppliers to agree to follow. You can download a copy from the EICC site. You can also see the logos of their members, which include Foxconn. It looks like a good specification to me. It covers the key issues of employee relations and environmental responsibility and requires that signers require at least their first level suppliers to comply.

Of course, a key question is whether Foxconn actually complies or just agreed to comply. I don’t think anyone not directly involved can answer that.

So here are my questions:

  1. What do others think of the EICC specification?
  2. And do other industries have similar, cooperatively developed codes of conduct (on a global scale)?

Let’s get some discussion going.

Dick Locke, Global Procurement Group and Global Supply Training.

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b-Pack: Packing It In for A Brave New World, Part IV

Three weeks ago, in Part I, we told you how b-pack, hot on the heels of Ivalua, had decided to cross the Atlantic and join in the conquest to bring the bohemian revolution to the world of Procurement and P2P with their extensive solution suite that actually closes the P2P loop. Then, two weeks ago in Part II, and last week in Part III, we expounded on some additional capabilities, relatively unique in the marketplace, that extended the basic value offering beyond basic P2P. Today we’re going to address one of the advanced P2P capabilities, the tightly integrated document management feature, administration, and the supplier portal. But first, a quick recap of the story to date.

Part I described the base b-pack platform that takes 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 of the goods (which can include asset tracking information), and the invoice, to payment, reporting, and supplier management. It covered the requisition, approval, receipt, invoice, matching, payment, and reporting cycle in detail as well as the solution delivery options that are available.

Part II detailed some of the integrated applications that build out the core capabilities to also provide the organization with expense and travel management, asset management, dispute resolution, and procurement business intelligence reporting and Part III addressed inventory management and its integration with asset management, budget management, fleet management, and internationalization.

Invoice management, which was initially discussed in Part I, is fairly sophisticated with a built-in invoice viewer (which can handle invoices in e-mail, EDI, and PDF formats, among others), auto-match capability (at the line-item level against original purchase orders), and multi-way match capability between purchase orders, contracts, and/or good receipts. The auto-match can be manually overridden (and maintains a running total of the reconciled amount against the entire invoice amount so the user can track her progress) and an invoice cannot be approved until it is fully matched against one or more purchase orders (at the line item level) and until all disputes against it are resolved. This goes a long way to insuring that incorrect and fraudulent invoices are never paid, which happens way to often when certain commodities, like office supplies, electronics, and storage space, are being purchased regularly and in large volumes.

Like reporting, document management permeates the system and allows each document to be tracked by way of associated meta-data which includes type, creation date, version, author, language, and other information relevant to the document type. In addition, (related) documents can be organized in a tree structure and a new document can be defined as sequential merge of a set of documents organized in a tree. Contract management is then built on top of this capability and allows contracts to be built up from component documents, where each component is a distinct section or clause, with its own meta-data information that aids in searching during contract construction. Through versioning, a user can quickly build a starting contract from standard clauses and then edit them accordingly using the built in word processor. The contract can then be output to PDF or Word, and if edits are made in the Word version (by the supplier), it can be imported back into the system as a successive version.

In addition, the document management system can store e-mail templates which are sent out when an action is triggered in the system, such as the transmission of a purchase order, the formal notification of a dispute, an automatic alert that inventory replenishment is required, and so on. These templates can be stored in multiple languages, and the proper version will be selected according to the language of the recipient. Furthermore, it’s integrated with the auto-translation utility which, although not perfect, gives you a starting template in another language, which can then be quickly reviewed and corrected by a native speaker.

Administration allows the user to define global display properties, procurement specific workflows, batch processes, usage rights by user, help file additions, and log access rights. Global display properties include price display rules, date rules, fonts, and themes. Procurement workflow properties include request limits, default payment modes, templates, and terms. Batch processes include data cache maintenance, undelivered e-mail management, user session management, database optimization, and invoice file management. The buyer can add specific information to the online help files for supplier use and for internal use. Finally, the administrator can also run data integrity checks, performance checks, link and reference checks, and database optimization.

Whereas some vendors build separate supplier portals for suppliers, which can greatly limit the functionality available to the supplier as most of the smaller shops can only devote so many developer cycles to portal maintenance, b-pack chose to build the supplier portal within the core application. The supplier portal is essentially the same application, but with access limited only to what the supplier is allowed to see and do. When a supplier representative logs in, she sees the same task manager that a buyer sees, which shows her to-do list, in-progress tasks, most recent system access, and available applications and allows her to access her reports, search for relevant information, and define the application settings she has control over. If she accesses the purchase order module, she sees the full workflow associated with the purchase order, but she is restricted to altering information related to acceptance and delivery, attaching notes, and initiating or responding to disputes — buyer side information is locked.

In addition, the supplier (vendor) master is tightly integrated with the core platform and allows the buyer to add and deactivate suppliers as required. For each supplier, the buyer can define basic identifying information, contacts, catalogues, currency, a description of the supplier’s product and/or service offerings, and portal access. The administrator can not only grant access to one or more supplier representatives, but choose what authorizations each representative is granted (in terms of invoice management, dispute management, catalog management, packing slip generation, invoicing, etc.).

In summary, the b-pack platform, which has been under development for ten years and which is very well thought out with respect to its goal of optimizing your back office procurement, provides a comprehensive P2P e-Procurement solution that also includes some very useful capabilities above and beyond the basic procurement cycle requirements that can provide significant additional value to many buying organizations, including the invoice management, document management, and supplier management capabilities described in this post.

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