BMP 10 banner logo

LinkedIn Buyers Meeting Point procurement Kelly Barner twitter Buyers Meeting Point procurement Kelly Barner scribd Buyers Meeting Point procurement Kelly Barneryoutube Buyers Meeting Point procurement Kelly BarnerAdobeStock podcasticon

Savior, Slave or Sidekick: What is your perspective on automation? (ATSC blog)

This content was published on the ATSC blog on April 29, 2019

Automation has become a ‘catch-all’ term for the use of technology to address a range of tasks and business objectives. Although the whole business world has been swept up in the hype and optimism surrounding automation, the impact within the supply chain profession has been particularly significant, due to the fact that we can benefit from both physical automation (e.g. warehouse robotics, driverless fleets) and software-based automation (e.g. artificial intelligence, robotic process automation).

If we focus specifically on software-based automation, supply chain professionals are advantageously positioned. We have extensive experience leveraging technology to improve operational efficiency and streamline processes. Solutions such as inventory management, supply chain control towers or source to pay platforms have given us firsthand knowledge of how to (and how not to) select, implement and monitor enterprise technology.

Although the automation trend now has us focused on the potential benefits chatbots and smart machines – technologies that seem ‘futuristic’ to say the least – the fact remains that no technology is the answer to all of a company’s problems. If we ask too much of our technology, we risk repeating the mistakes of the past and failing to optimize the automation and meet user expectations.

How we perceive the automation we evaluate and implement has as much to do with its ability to deliver a sustained ROI as the design of the technology itself.

Click here to read the rest of the article.

Can the Whole Foods and Amazon Grocery chains exist under the same corporate umbrella? (Determine)

This content was posted on the Determine blog on April 23, 2019

Amazon recently announced that they will open a “traditional” grocery chain. This is in addition to their 2017 acquisition of Whole Foods and their experimentation with Amazon Go, a fully automated (i.e. cashier-less) convenience store-style market. All three will meet a similar kind of consumer need, just in a different way. This will likely result in the creation of three completely different cost models and profitability rates – not to mention three very different procurement and supply chain operations.

Click here to read the rest of the article.

On Earth Day, Digital Networks Turning Global Commerce a Brighter Shade of Green (SAP Ariba)

Kelly Barner is quoted in the following article published by SAP Ariba on April 19, 2019.

When Earth Day was first celebrated in 1970, its organizers envisioned a future where the nations of the world would band together to protect the environment. At the time, technological advancement was widely associated with the rapid industrialization of the developing world, contributing to smog, polluted waterways and toxic landfills. Few might have predicted that 49 years later, technology would take the forefront in global efforts to achieve greener, more environmentally sustainable business practices across borders and industries. By opening up transparency among the millions of buyers and suppliers who engage in commerce every day, digital networks enable trading partners to gauge each other’s adherence to Earth-friendly standards in their business operations.

Click here to read the rest of the article.


How much can procurement change on their own? (Determine)

This content was published on the Determine blog on April 2, 2019

Real lasting change requires give and take. If procurement is to make enough change to satisfy even a fraction of the wants and needs listed above, we can’t do it alone. This is probably the largest factor missing from procurement transformation efforts; we are trying to change ourselves in a vacuum.

If our goal is to become more strategic by creating increased shareholder value or contributing to corporate competitive advantage, we need access to shareholders and corporate strategy setters. If we are going to collaborate with suppliers, we need the authority to take a multi-dimensional look at carefully selected spend categories and play a long-term, relationship-oriented game that isn’t tethered to a savings target.

Click here to read the rest of the article.

More Articles

BMP 10 banner logo