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

Kelly Barner risk methods Buyers Meeting Point

BMP Owner Kelly Barner Gets Dedicated Column on the riskmethods Blog

riskmethods is pleased to announce that Kelly Barner, Owner and Managing Director of Buyers Meeting Point, has agreed to lend her expertise to riskmethods’ supply chain risk management blog as a guest editor. Kelly will bring her unique perspective through a dedicated column covering issues facing procurement and supply chain professionals. Focusing on the intersection of current events and modern supply chain risk management, Kelly brings an unbiased approach that is both authentic and engaging.

Continue Reading

The False Dogma of the Two-System Paradigm

There are a few things that procurement professionals know without hesitation:

  1. Savings are an unavoidable measure of our performance.
  2. Suppliers are key contributors to sustained competitive advantage.
  3. The system requirements of procurement technology ‘power users’ are at odds with the needs and preferences of everyone else in the organization.

Well, two out of three isn’t bad.

Continue Reading

10 Contract Contributions to Business Agility

AdobeStock agilecontracts

When you think about business agility, especially when software and analytics are to be applied, one of the last areas you’d probably think to focus on is contract management. Although today’s contracts are more electronic and automated than their paper-based predecessors, they are still managed as a relatively static component of the end-to-end P2P process.

In fact, some procurement organizations consider contracts the ‘finish line’ in terms of their active involvement with a category or supplier. We push to reach that point – getting the necessary signatures on time and with all the right terms in place – and then hand off to budget owners or business managers until the contract is up for renewal.

This limited approach to contracts presupposes that the name of the supplier organization and the agreement expiration date are the two most important components of the contract. This assertion might even be true if procurement only established a small number of contracts on behalf of their organization annually. But many procurement teams are involved with dozens or even hundreds of contracts over the course of the year. In the context of contracts, therefore, agility has less to do with the sustained activity level associated with one contract over its term and more to do with repeatability and risk minimization.

Continue Reading

Tackling Three Major Myths about Procurement Automation

AdobeStock myths

This is the third in a series of articles about procurement automation – a project I’ve been driving using the hashtag #AutoProcure to facilitate open discussion. In Part 1, we looked at the rise of automation, and in Part 2, we took the advice of a Wall Street Journalist and considered the possibility of the ‘bite back’ that seems to inevitably accompany advances in all technology (automation being no exception).

Continue Reading