“In other words, an effective management of a firm’s digital supply chain will have a positive impact on productivity and growth; ignorance will very likely result in the loss of competitive advantage and have a detrimental effect on performance.” (e-Logistics, p. 4)
This week’s webinar notes are from a February 3rd webinar hosted by SAP Ariba and presented by Ed Cone at Oxford Economics and James J. McDonald and Luisa Gonzalez at COACH. The event is available on demand here.
Every interaction a company has with its suppliers can set off an endless series of tactics and countertactics. It's like a wrestling match. Both sides invest so much time and effort in trying to anticipate the next steps by the other that the focus is turned away from the best interests of their organizations. This comes especially true during the negotiation phase of the procurement process.
Negotiations between buyers and suppliers have traditionally assumed a zero-sum outcome: Each party does not benefit except at the expense of the other. The end result of this tactic/countertactics spiral is a combination of inefficient decision-making, obscured visibility, and contentious working relationships.
Last week I spoke with Donna Wilczek, Coupa’s VP of Strategy and Product Marketing, about the mid-January announcement that Coupa had acquired Contractually, described in the press release as “a cloud innovator based in Vancouver, Canada that helps reduce businesses’ reliance on antiquated processes or inadequate technology tools to version control or redline contracts.”
This week’s webinar notes are from a January 27th event hosted by BravoSolution and presented by Sigi Osagie (author of ‘Procurement Mojo’) and Peter Smith (Managing Director, Spend Matters UK/Europe). Once the event is available on demand, it should be available here.
In the first part of this two-part series, I established the reasoning behind establishing a diverse supply chain in the nontraditional sense. Emphasis on maintaining a supply chain that is diverse in geographical location, capabilities, and overall corporate values is vital in maintaining supply chain resiliency, sustainability, and adaptability. To achieve a supplier mix that fits these goals, the right questions must be asked during an internal supplier rationalization process, overtaking the traditional values of an RFx.
Earlier this week, I joined Jon Hansen on Blog Talk Radio for the next installment in our series of ‘Point Counterpoint’ discussions. You can listen to it on demand here.
This month our topic was social media and how procurement is – or isn’t – incorporating it in our work. Professionally, I look at the potential of social media in two ways:
“The benefits of the global connectivity achieved by both ocean and air transport reach practically every type of modern industry and business and are an essential ingredient of the global supply chain.” (Aviation Logistics, p. 1)
Dr. Tom DePaoli recently released Avoiding a Supply Chain Apocalypse. It is a collection of the best advice he has to give on topics ranging from relationships to negotiation to Kaizens and storytelling. Since I’ve read all of Dr. Tom’s books, I consider it something of a personal challenge to uncover the material he has added – either because the focus of the book is different or because professional priorities continue to change over time.
Like Dr. Tom’s other books, this is for professionals that don’t have the time (or desire) to lose themselves in a 300-400 page book of polished academic theory. His sections are short and to the point and draw in material from third party sites as well as his other writing. You can read one or two sections as time allows and not have any trouble picking up in a different place the next time you sit down.
Supplier diversity is a concept with multiple definitions. Most commonly, a supplier diversity program focuses on the utilization of women owned, minority owned, and else certified diverse businesses within your supply base. There is, however, another interpretation of supplier diversity – a diversity of geographical location, sourcing practices, and overall organizational structure. Evaluating these factors in a meaningful way when evaluating suppliers can be an important factor in managing supply chain resiliency, sustainability, and adaptability.
This week’s webinar notes are from a December 1st event hosted by the Harvard Business Review. The speakers/presenters were Michael Porter (yes, that Michael Porter) and PTC CEO James Heppelmann. The event is available on demand here.
Organizations themselves present a major problem; they are stuck in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success.” (p. 24)
In November, Kate Vitasek and a team of co-authors released Strategic Sourcing in the New Economy: Harnessing the Potential of Sourcing Business Models for Modern Procurement. Vitasek is best known for her Vested Outsourcing series a books, which are responsible for helping professionals in all functions see the potential of outsourcing relationships aimed at accomplishing a new, more value-oriented type of result. While the Vested books naturally appeal to a procurement audience, you would hardly say that procurement is the main character. We appear in little more than an occasional walk on role – not central to the plot and not particularly memorable.
The contrast between procurement’s role in the Vested series and the fact that we now have a book dedicated to our perspective and objectives is striking. While the Vested Way is open to all, clearly we seized an opportunity that has now led to a book all our own.
Last week, Jon Hansen and I did the second in what will be an ongoing series of ‘Point – Counterpoint’ Blog Talk Radio sessions. Here is how these sessions work: we agree on a topic in advance and then I do my darndest to disagree with Jon for 30 minutes, after which he declares us in agreement. Trust me – the conversations are as entertaining as they are informative.
Another year done, another 11 book reviews added to the Buyers Meeting Point cache. When I reflect back on this year’s new titles it is the authors rather than the books themselves that really stand out. This is particularly important as procurement is well into a time of significant evolution. In that context, the authors we read are more important than just the content they share. Their experiences and their qualifications set the bar for the rest of us – and the higher that bar is, the better.
Sure, procurement is in the midst of a change that may render the function unrecognizable over the next few years. If we can continue to attract the minds and engage the imagination of people as bright and visionary as the ones spotlighted here, we’re going to be okay on the other side – no matter what.
Note: This post originally ran on Design News.
There’s an 800-pound gorilla in the room. It’s called Amazon. Yet not everyone sees it as inevitable that the e-commerce and distribution giant will dominate electronic component distribution.
In a recent interview with Tom Galligani, global vice president of supply chain for distributor Future Electronics, I asked for his views on Amazon’s invasion of the B2B space. Given the size and power of Amazon, you might expect distributors like Future Electronics to be prepared to be put out of business, but that is not the case. In fact, Amazon’s entry into the B2B marketplace creates a unique set of opportunities for buyers as well as suppliers or distributors.
Nevertheless, like others in the electronic components distribution industry and beyond, Galligani and his team are keeping a close eye on Jeff Bezos’ $90 billion e-commerce behemoth. Amazon may have gotten its start with an unbeatable B2C experience, but it has made inroads -- both organically and through acquisition -- into the B2B market.
This week’s webinar notes are from a November 19th event hosted by BravoSolution and presented by Mickey North Rizza, their VP of Strategic Services and former AMR Research/Gartner analyst. As of December 2nd, the event was not yet available on demand on their website. In the meantime, BravoSolution does have a whitepaper with the same title written by North Rizza if you are interested in more. Click here to download it.
Anyone who has ever completed a Request for Proposal (RFP) has had the unfortunate experience of informing all but one or two suppliers they have not been awarded the business. It may be difficult and at times uncomfortable, but when the unchosen supplier is the incumbent, there is more to manage than just this conversation. How this transition process is handled can either help or hinder the success of moving to a new supplier relationship. There are a few steps you can take to smooth the transition and ensure all parties are as satisfied as possible.
I recently had the opportunity to interview Robert Mason and Barry Evans, co-authors of the book ‘The Lean Supply Chain: Managing the Challenge at Tesco.’ It was published in September 2015 and you can read my review here.
Barry Evans worked as a Lean Process Manager at Tesco, developing ways for lean thinking to be applied to Tesco’s supply chain. He has also joined the Lean Enterprise Research Centre at Cardiff Business School as a Senior Research Associate. Robert Mason is a Senior Lecturer in Logistics and Operations Management at Cardiff Business School and has led many business research projects with Tesco as a partner. To read their ongoing blog posts, click here.
These webinar notes are from a November 5th event co-presented by Peter Smith from Spend Matters UK/EU and Daniel Ball from Wax Digital. The webinar is available on demand on Wax Digital’s site.
Peter Smith opened this event by offering up a powerful statistic from Wax Digital's own research: when asked, 44% of procurement teams said they have a close working relationship with the business. Unfortunately, only 18% of those business stakeholders agree. This amounts to a 25% ‘relationship leakage’ – or as Smith said in the event, self delusional procurement organizations. And that doesn't even touch on the 56% of procurement teams that DON'T think they have good relationships with stakeholders...
The idea of this event was to look at multiple kinds of integration that procurement has responsibility for. When Smith talked about the three models for procurement (see below), the focus was decidedly on information and communications flows rather than data and technology. In my opinion, that is fantastic because it expands the role and potential impact of procurement through our understanding of our own way of working.