Buyers Meeting Point procurement by Kelly Barner

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"The Point" is written by BMP Editor Kelly Barner as well as a diverse group of guest contributors.

The Importance of Vision, Messaging, and Alignment

The Importance of Vision, Messaging, and Alignment

Editor’s note: Scott Jancy is a multi-faceted professional, with experience as a historian, an architect, a Naval Officer, a planner, and a consultant. He blogs often on innovation, leadership, and design thinking. In his first guest post for Buyers Meeting Point, Scott takes on the topic of leadership through times of change. For procurement teams this might mean greater contact with procurement, a new organizational mandate, or the role out of different technology. Regardless of the source of the change, procurement must have a vision for the desired outcome and the messaging to build support and spread understanding.

Change of state is the physical process where matter moves from one state to another. Examples of such changes are melting, freezing, evaporation/boiling, condensation, sublimation, and deposition. Shifting temperatures and increased pressure are the usual causes of this kind of phase change in matter.

People and organizations can also change their state when subjected to stress. Typical causes include, but are not limited to, poor leadership, low employee morale, an ineffective or excessive office management, and possible job uncertainty. A team of people can either break apart or fuse together depending on how they react to the stress.

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Making an Informed Decision about Contingent Workforce Management Advice

Making an Informed Decision about Contingent Workforce Management Advice

Non-employee talent is getting more and more attention in the executive suite, as contractors, freelancers, and other knowledge-based contingent workers become increasingly important in achieving company goals. However, when management attempts to align its current contingent labor management program with corporate objectives, many companies find they are unable to answer the most basic questions about the effectiveness of their current practices.

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Tips for Effective Light Fleet Sourcing

Tips for Effective Light Fleet Sourcing

Fleet operations can absolutely be an overwhelming category to manage. Between deciding on the right vehicle manufacturer, understanding the ever-changing vehicle features, selecting the appropriate maintenance plans, managing fluctuating fuel costs, and more – the active time required is substantial. However, rather than looking at this category as a mountainous challenge, Fleet should be seen as a major cost saving opportunity.

There are multiple triggers for evaluating the fleet category from the top down beyond just due diligence:

  • Evaluating internal versus external management of the fleet.
  • Mergers and acquisitions will prompt the evaluation and consolidation of fleet operations.
  • A new company strategy may mandate the need for a new fleet policy.
  • Maybe the organization lacks a concrete fleet policy or management structure and has outgrown a passive management phase.

In all of these hypothetical situations, a few best practices can be used for an effective category evaluation that enables both cost savings and process optimization.

For any of the reasons listed above, the fleet evaluation/optimization process benefits from taking a two-pronged approach that includes both a comprehensive OEM evaluation and a Fleet Management Services (FMS) provider evaluation. If the fleet administration and management function is housed internally, this two-pronged approach still applies in terms of analyzing the internally managed program (reactive and preventative maintenance programs, acquisition and resale processes, etc.).

 

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Making the Case for Self-Sourced Talent Pools

Making the Case for Self-Sourced Talent Pools

As organizations continue to expand the use of contingent talent to supplement their full-time workforce, they are also seeking ways to optimize their contingent workforce programs to generate additional cost-savings. Historically, this was done through supplier rate rationalization, improvements in workflow and cycle time, and engaging a Managed Service Provider (MSP) and Vendor Management System (VMS) to drive efficiencies. While all of these measures generate cost-savings (particularly in first generation and early stage programs), more mature programs require the identification of other strategies like self-sourcing.

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Risk Management in Supply Chain and Procurement: Preparing for the Storm

Risk Management in Supply Chain and Procurement: Preparing for the Storm

Although we’re a few weeks past the Hanjin Shipping bankruptcy now, the shake up left experts, businessmen, companies, and customers alike wondering what other events could potentially jeopardize their operation or interfere with getting the product they ordered on time. There are countless risks in a globalized economy, making it a subject of relentless discussion among academics. That being said, some of the biggest companies in the world still do not have a team dedicated to risk management for their supply chain and procurement operations. A recent report by ATKearney and RapidRatings on managing supply risk in uncertain times found that “leaders have struggled to manage the latent risk in their extended supply chains. Most cite lack of bandwidth and budget as the biggest roadblocks. Dedicating scarce resources to prevent or minimize the impact of an issue that might never occur is often not a priority.”

With globalized supply chain operations, risk is growing and managing it is more critical than ever. Some risk factors have been greatly discussed in the industry, and others not so much. Below are a few of the risks threatening global supply chains as well as solutions and action items.

 

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