Spend Management

This month’s featured publication is Common Sense Supply Management – click here to read our review or to order a copy from Amazon.com. Since we have worked with author Dr. Tom DePaoli in the past, we...
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In this week’s featured webinar, we heard from Ardent Partners Chief Research Officer Andrew Bartolini in an event presented by BravoSolution. Andrew shared a Category Sourcing Scorecard he and his team designed to support sourcing team efforts to build out pipelines that can help allocate team resources and prepare for opportunities.

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Two years ago, we posted our review of ‘Common Sense Purchasing’ by Dr. Tom DePaoli. In September 2012 he published a new book that reflects a broader perspective on his experience and our profession. By taking a step up – or back – however you chose to see the difference between purchasing and supply management, Dr. Tom takes a new look at the challenges and opportunities in supply management and presents them by sharing many of his own experiences as an independent management consultant in 'Common Sense Supply Management'.

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This week’s featured webinar had an interesting premise – for the first time this year, My Purchasing Center and ProcureCon Indirect have partnered to sponsor the Excellence in Purchasing Indirect Categories (EPIC) Awards competition – EPIC for short. This week’s webinar recognized the finalists for their achievements in indirect spend procurement by having them present.

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This week’s Wiki-Wednesday article is part of the series on Next Generation Sourcing: Empowerment. As a strategy in procurement, empowerment has the potential to change the course of a project at many...
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This week’s featured webinar comes from the Global eProcure webcast library. If you are interested in viewing this or their other webinars, click here to select a webinar and provide some basic registration information to view.

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This week’s featured webinar was hosted by Sourcing Interests Group: ‘Putting the “World” into World Class Procurement’. Chris Sawchuk, a Principal in the Global Procurement Advisory practice at The Hackett Group, discussed how leading procurement organizations achieve world-class performance by leveraging the strength of a global network. You can access the presentation slides from the webinar here.

 

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This week’s featured event was hosted by Sourcing Interests Group and featured two senior members of Denali Group’s team sharing their experiences with the use of strategic and non-strategic category sourcing to meet overall goals. The right balance of the two supported by an efficient balance of people, process, and technology opens the door to long-term value creation and impact within the organization. If procurement organizations are going to excel in today’s climate of scarce resources and high expectations, we need to explore every opportunity to the fullest. And of course the real goal of accomplishing all this is securing a voice for procurement in the strategic planning process of the company.

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One idea plus one idea equals three ideas or more. You have a cow, I have a bull, together we have a business. When the output is greater than the sum of the inputs, this is value creation and it is this that has driven the whole progress of the human species.

-- Simon Horton, Negotiation Mastery

Negotiation Mastery by Simon Horton, an experienced negotiation teacher and consultant, is a practical and highly entertaining read whether you are a career negotiator or just wish your skills were a little stronger. In his decade-long career, he has helped hostage negotiators, law firms, financial institutions, and students from the graduate level through the boardroom improve their confidence and outcomes as they enter negotiations.

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I won’t rehash the full approach here, for that you can read today’s excerpt on our site or on the eSourcing Wiki, but there are three key take-aways worth calling out, and giving more thought to...TRIZ
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"A rose by any other name would smell as sweet."

 -- William Shakespeare, Romeo and Juliet

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We often talk about how procurement and supply management professionals need to focus less on negotiating savings and more on creating value. But the actually process we are supposed to follow to accomplish that can be unclear. The first challenge is how to go about creating value, and the second is how to make sure the value created is recognized by other departments in the organization – like finance or operations. ‘Lean TCO’, written by Tim O’Meara, presents an approach to facing both.

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This week Zycus and Ardent Partners presented ‘Sourcing for Value: Using Non-Price Attributes to Find the Best Suppliers’. Historically, not making an award decision based predominantly on price has been a reason stakeholders give for not wanting to follow the strategic sourcing process. Today, procurement professionals and the technology they use are accustomed to incorporating quantitative and qualitative measures of value into optimization scenarios and award decisions.

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This week’s Wiki-Wednesday article is about the challenges of capturing savings due to cost reduction and avoidance. One of the sections addresses Total Cost of Ownership (TCO), and the difficulties of calculating and reporting on those costs.

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This week’s featured webinar was presented by the Next Level Purchasing Association and featured Joe Payne and Bill Dorn from Source One Management Services as the main speakers. You may also know them as the co-authors of ‘Managing Indirect Spend’, a relatively new publication that walks through the challenges and opportunities associated with indirect spend as well as a few category-based case studies.

Like their book, the guys from Source One kept their speaking points to the practical learnings from their extensive combined procurement consulting experience.

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The preface to The Procurement Game Plan by Charles Dominick and Soheila Lunney starts with the question, “Why another procurement/supply management book?”

Good question.

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This week’s featured webinar was presented by CPO Agenda: ‘Practical Steps to Strategic Sourcing’.  Their selection of this topic has interesting timing, as Strategic Sourcing was just crowned as the ‘champion’ in the CPO Rising March Madness tournament

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Today’s eSourcing Wiki-Wednesday topic outlines the many roles and responsibilities associated with being a successful sourcing professional. One of those roles is to provide ‘deep domain expertise’:

Management, members of the individual procurement organizations, and stakeholders will all expect the procurement professionals in the center of excellence to have deep domain expertise, especially in strategic categories.

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For anyone that has ever run an eSourcing project, there is a typical flow that most processes follow. The project kicks off, and everyone’s focus is split between costs and known issues with the incumbent suppliers(s). Procurement uses historical spend to put together a list of line items with quantity and specification data. The company’s standard list of supplier questions is loaded into the eRFX system, along with any additional questions for suppliers that relate to the category of spend in question or new developments in the industry being sourced from. Everyone works frantically until the day the RFP opens and then – you wait. The project comes to a complete standstill for the two weeks (e.g.) that the RFP is open. Then the mad dash begins again as you wade through and evaluate supplier responses, pricing, and attachments.

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This week’s eSourcing Wiki-Wednesday topic is Metrics for the Rest of Us – an article that breaks metrics down into Cost Avoidance and Reduction, Process Improvement, Operations, Customer Service, and Asset Utilization.

The last of the Cost reduction and avoidance metrics, “Spend Under Management” is defined as: Total Spend Under Management / Total Spend.

As noted in the eSourcing Wiki, this is a straightforward calculation. The problem is not with our ability to divide one number by another, but in defining the inputs to the equation. Total spend should be easy, although your department may use either total annual spend or total addressable spend (which is likely to exclude taxes and salaries). The real question is to decide what spend is designated as being ‘under management’.

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