Buyers Meeting Point procurement by Kelly Barner

RSS Feed Buyers Meeting Point procurement by Kelly Barner LinkedIn Buyers Meeting Point procurement Kelly Barner twitter Buyers Meeting Point procurement Kelly Barner scribd Buyers Meeting Point procurement Kelly Barnerblogtalkradio Buyers Meeting Point procurement Kelly Barner podcast BMP Radioyoutube Buyers Meeting Point procurement Kelly Barnersoundcloud Buyers Meeting Point procurement Kelly Barner

Supplier Information Management: The Backbone of Effective Supplier Management

AdobeStock information

When procurement runs a strategic sourcing project, the selected/awarded suppliers are usually funneled directly into the process of negotiating and redlining the contract. Once the contract is signed, suppliers and internal budget holders go on their way, conducting business as planned until an issue arises or the contract is due for renewal.

While this flow makes perfect sense from a process standpoint, it leaves critical information needs unaddressed at the time when they are the easiest to collect. Procurement commonly puts processes in place to manage suppliers through an entire lifecycle, but Supplier Information Management (SIM) is far less prevalent. Beyond just managing suppliers, procurement needs to centralize and maintain their information in order to be fully engaged throughout a supplier relationship.

The applicability of information is always subject to the circumstances under which it is collected. For example, the information gathered during the sourcing process is about the supplier trying to win business and the buyer looking to assess their capabilities. The information documented in the contract concerns what is expected in the future and how each party will act if circumstances change or expectations are not met. But what about the day to day reality of buying, consuming, and delivering goods and services? This is an entirely different kind of information that deserves a standalone investment.

Continue Reading

Preparing for the Procurement Automation ‘Bite-Back’

AdobeStock unknonwnIn this past Saturday’s Wall Street Journal, there was an article by Greg Ip in which he talked about the innovation ‘bite-back’. That label might not mean anything at first pass, but you’ll get it very quickly with a few examples.

“The cultivation of sugar beets in the 19th century led to vastly more consumption of sugar and a “precipitous increase in tooth decay,” he [Joel Mokyr, a technology historian and economist at Northwestern University] said. When lead was first added to gasoline to improve engine performance in 1921, nobody knew it would eventually be linked to learning disabilities and crime.”

For every meaningful step forward, unintended consequences or side effects threaten to steal the newly won advantage from those who are unprepared. At a very high level, bite-back is like the boardwalk game whac-a-mole. You conquer one challenge, or begin one path towards improvement, only to be pushed back by an unanticipated consequence. Luckily, we don’t need magic or predictive analytics to anticipate where the bite-back is likely to appear.

Continue Reading

The Evolution of Procurement Reaches the Age of Automation

AdobeStock automationdiscussionThere will always be conversations within procurement that declare themselves ‘edgy’ or ‘progressive’. In truth, however, the determination is made – not in the opinion of the person making the statements – but by the responses they elicit from the audience. So much of procurement is a flow; from on-premise software to SaaS to the Cloud. From decentralized procurement to centers of excellence to Procurement-as-a-Service. The idea of progressive blurred lines often extends to the relationship between procurement and our technology as well, but maybe it is time to rethink our relationship with the adoption of new solutions – particularly in the face of increased automation.

Continue Reading

The Moveable Feast of Spend Management

AdobeStock elevatedfood

Spend management. No other topic in procurement has been discussed more without actually settling upon a concrete or consistent definition. The phrase doesn’t even have any particular intrinsic meaning. You take corporate spend (which is easy to define) and you manage it, which means… ?

Without definition, it is nearly impossible to know if an organization has a spend management program, let alone to know if they have a good one. Attempting to adopt an ‘all inclusive’ perspective on the phrase - i.e. not providing one definition of spend management in order to imply alignment with all perspectives on the phrase – waters down the potential impact and ensures that all investments in spend management are wasted. You can’t be all things to all people and still do a good job – more specificity is required if spend management is to be associated with successful execution and measurable results.

Continue Reading

0
Shares