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Sponsored Article

Disruptive Technologies Are Driving New Supply Chain Transformation Initiatives

Spend Matters welcomes this sponsored article from Mark Morley, director of strategic product marketing at OpenText.

Over the past decade, CIOs around the world have been mainly focused on deploying complex IT projects such as ERP and CRM environments. These projects have high visibility with corporate boards as they are high budget, high in resource requirements and high in expectations.

Things have changed considerably today, as CIOs wrestle with new types of networks; new disruptive technologies such as wearable devices, 3D printers, advanced robotics, drone based services and the Internet of Things (IoT); and new types of structured and unstructured information coming off of these devices. The digital world is certainly becoming more complex.

Sponsored Article

Planning for a Successful VMS Implementation

Spend Matters welcomes this sponsored article from Justine Hauth, implementation manager at SAP Fieldglass.

Your company has chosen a Vendor Management System (VMS) and you’re anxious to get started on implementation… but stop! An implementation project’s success begins with a well-organized and thought-out plan prior to kick off. Most of us have experienced the impact that poor planning can have: increased timelines, budgets, missed expectations and other frustrations that leave you scratching your head and asking “what went wrong?” and ”how did we get here?” So it’s essential that you consider the following while planning for a successful VMS implementation.

Sponsored Article

How Embedded Analytics can Measure the ‘Pulse’ of Your Supply Chain Operation

data analytics

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.

Sponsored Article

Digital Sourcing: The Magnificent 7 is Back


Spend Matters welcomes this sponsored article from Stefan Dent, managing director at Simfoni.

There’s no ignoring the advent of digital technologies. The strategy consulting firms call it the “Fourth Industrial Revolution,” and they prophesize a rise of machines and the demise of traditional roles performed by humans, which are being replaced (to a degree) by robotics and artificial intelligence.

Sponsored Article

What Comes Before SOW Best Practices? (Part 2)

change of control clauses

The first installment in our statement of work best practices series tried to answer the question, “What comes before best practices?” We soon realized there isn’t an easy answer. While some companies discover they aren’t complying with SOW contract terms, others may find their pricing structures and payment practices are the problem. Bottom line: Companies often discover what best practices look like only after they’ve recovered from a few bad ones. In our experience, implementing best practices that help organizations control costs, avoid risks and deliver deeper savings can be one key to SOW success. Here are a couple of real life examples of not-so-great practices that led to positive changes.

Sponsored Article

What Comes Before Best Practices in SOW?

Spend Matters welcomes this sponsored article from Michael Matherly, who leads the SOW practice for Geometric Results, the world’s largest independent, conflict-free MSP solutions provider.

We all strive to instill best practices in our organizations — I’m a procurement guy, so those revolving around sourcing, contracting and vendor management are what I seem to be constantly pursuing on behalf of our clients. Recently, I’ve been thinking about what precedes these so-called best practices. Were they actually the worst practices or were they the result of an organization’s a natural tendency to settle on adequate or merely sufficient practices?

Sponsored Article

The 10 (IC)ommandments (Part 2)


Spend Matters welcomes this sponsored article from Richard Watkins, IC Compliance Program Manager at KellyOCG.

In Part 1 of this series, we examined the first five KellyOCG guidelines to determine whether a worker is an independent contractor (IC) or an employee. In this article, we’ll look at the last five (IC)ommandments to help ICs and companies avoid misclassification.

Sponsored Article

3 Reasons Procurement Can Immediately Benefit From Reviewing Its Approach To Spend Analytics


Spend Matters welcomes this sponsored article from Simfoni.

Vast amounts of information about suppliers, commodities and purchasing activities are now available via digital sources, both within companies and from external service providers. However, there is generally very little or no merging of these information sources with procurement analytics and management systems. If an integrated approach to all of this data and internal systems is taken, it will deliver automated, high-quality insights in the following three areas critical to any procurement function.

Sponsored Article

The 10 (IC)ommandments (Part 1)


Spend Matters welcomes this sponsored article from Richard Watkins, IC Compliance Program Manager at KellyOCG.

There’s a lot of confusion between both ICs and the organizations that procure their services as to where precisely the distinction lies between an IC and an employee. As a result, misclassification of workers is a very real risk — one that can cost both companies and workers dearly. In order to provide some clarity, KellyOCG offers 10 general guidelines: the 10 (IC)ommandments. In this article, we’ll examine the first five.

Sponsored Article

Change Management for a Successful VMS Implementation

Spend Matters welcomes this sponsored article from Stephen Fedor, manager, implementation services, at SAP Fieldglass.

“Why is it that we never have time to do it right, but always have time to do it over?” Spend Matters posed this question in a recent article and it inspired the SAP Fieldglass implementation team to reflect. Implementing a new technology, VMS or procurement aside, comes with inherent change management challenges. These can include low end user adoption, unclear support materials and lack of training and communication resources. We’ve learned the value of careful change management planning, especially when it comes to managing services procurement and the external workforce with a new technology.

Sponsored Article

The Future of Procurement is Here

Spend Matters welcomes this sponsored article from Markus Hoppe, principal director in the Accenture Strategy Sourcing and Procurement Practice.

Leading companies are already leveraging digital technologies to create an entirely new way of doing procurement. But despite the examples of these leaders, we still see many companies struggling with how to apply digital concepts to their own functional journey. This post shares insights from Accenture Strategy’s research into the Future of Procurement, which clearly reveals the role and impact of digital technologies on procurement operating models.

Sponsored Article

The Good, the Bad and the Ugly of SOWs (Part 4): SOW Mastery


Spend Matters welcomes this sponsored article from Barb Lauer, senior director of services procurement at KellyOCG.

In this blog series, we’ve looked at elements of good and bad SOWs and how they can quickly turn ugly, affecting your risk around business outcomes, costs and even compliance. Now we’re going to weave all of this knowledge together and take it one step further — to SOW mastery.