If you do an exact web search on the terms in the title, you will get zero results. Zero. If you do a similar exact search on “chief medical information officer” (CMIO), however, you will get more than 100,000 results. The need for such a person in procurement and supply chain, however, is clear. Since procurement and supply chain organizations are becoming “procurement as a service” (PRaaS) providers that need some level of autonomy to construct the world-class services that support the business, there needs to be an effective operating model between IT and procurement — and someone leading that effort.
The Operations Category
Spend Matters welcomes this guest post from Andrew Durlak, co-founder and vice president of operations at Scout RFP.
IT and procurement are two star players. Combine the expertise of both and you get a true power couple. It’s a proven fact that effective and collaborative synergy between the two departments pays off — quite literally. Here’s how fostering the relationship between this power couple can improve overall success for your business.
Spend Matters welcomes this sponsored article from OpenText.
Many companies today are beginning their journey to transform into a digital business. But implementing a digital transformation strategy does not happen overnight, and you can’t just focus on the internal enterprise. You have to consider how to deploy a digital strategy across external stakeholders, as well.
The latest version of ISO9001 (called ISO9001:2015) is a “quality system” that is really a business management system customers might ask you to get certified in — and that you may in turn ask your suppliers to get certified. The beauty of ISO9001:2015 is that it can actually help you do both of these things simultaneously while also using the power of a customer-required certification as a way to drive internal change management. In the previous two installments that I wrote on ISO9001, I focused on using ISO9001 for such transformation, specifically on how to align risk and compliance, and to build a business case for supply risk management.
In this two-part Spend Matters Plus brief, I highlight how to use ISO9001:2015 to not just run the business but more specifically the business of procurement. This will illustrate how to make a quality management system that is more than just a transformative business management system — a transformational supply management system.
More important, this brief delivers deeper dive into ISO9001:2015 and shows procurement professionals how exactly how to use it to drive 100% spend influence in strategic sourcing and supplier management. People often forget that spend/supply influence also includes supplier management, when, in fact, the leader of ISO9001:2015 described the capabilities from ISO9001 simply as “confidence that customers around the world right through the supply chain — business-to-business and business-to-consumer — right down to us as individuals, can have confidence in the products and services they’re receiving from their certified suppliers”
It makes complete sense, and the certification can help procurement drive a case for change on this simple idea.
Procurement organizations almost always say, “We can’t mandate anything around here.” Well, now you have a mandate. So, use it to your advantage. We’ll show you how.
Now that the Big Ten football season is underway, let’s turn our attention to a trailblazer from one of the Big Four. Samir Khushalani is KPMG’s Americas practice leader for the procurement and operations advisory service line and is responsible for strategy setting, thought leadership, executive client management and engagement delivery aspects for this practice. We caught up with him in an email conversation to get his current view on the procurement function and sector.
The manufacturing industry may have a long way to go in applying advanced technologies and analytics to improve supply chain management. UPS and IDC recently surveyed more than 100 manufacturing operations professionals to determine technology maturity levels throughout the industry — specifically if and how companies were applying the internet of things, big data and other technologies to enhance manufacturing processes. Applying these technologies is creating a new approach to manufacturing operations, what UPS and IDC called “smart operations."
Spend Matters welcomes this guest post from Daniel Martinez, manager at GEP.
Over the last 10 years there has been a surge in ERP implementation based on supply chain transformation projects, aiming to get complete and correct information about the flow of goods. But how effective have these implementations been in delivering results?
Spend Matters welcomes this guest post from Kevin Tacik, of GEP.
Internal and external environmental factors affect an organization’s maintenance, repair and operations (MRO) spend and cause MR “Woe” each and every day. This comes in the form of exposing vulnerabilities in MRO reliability during manufacturing. Organizations often tend to find quick fixes, gamble on running production non-stop and approach MRO spending with the attitude of “If it ain’t broke, don’t fix it.” This vision results in inefficiencies, and ultimately, the organization becomes uncompetitive, as the only way forward will seem to be passing the increasing costs down the value chain.
The manufacturing industry needs workers. An estimated 3.5 million manufacturing jobs will need to be filled in the next decade. Some of these jobs will need to be filled by women, too. But attracting and, more so, retaining women has been a challenge for the manufacturing industry. That’s why APICS and the Manufacturing Institute recently teamed up to release a guide that current females in the industry can use to encourage other women to seek manufacturing jobs.
As they relate to complexity and risk in the supply chain, the terms agility, resilience, responsiveness and adaptiveness are all thrown around in the popular supply chain press these days. All of these terms do share similar associations but shouldn’t all just be lumped together in the same big semantic stew. In this analysis, we’ll offer up a framework that may be useful in thinking about these terms and applying them to your supply chain.
Spend Matters welcomes this sponsored article from John Dreyer, CEO of The Shelby Group.
In the delivery of complex outsourced services, there is often a disconnect between the prices negotiated during the procurement phase and the actual costs of what is delivered over the term of the contract.
A few weeks ago, we published a four-part series focused on how maintenance, repair and operations (MRO) is a significant — yet often overlooked — business function in the supply chain. Authored by Michael Lamoureux, research analyst, and Pierre Mitchell, chief research officer, the series explores how this ignored category is abundant with possibilities for cost savings and overall supply chain improvements, especially when using a managed service provider model that works in the product supply chain in your approach.