As value chains go digital, many enterprises have been trying to take a strategic approach in formulating digital business strategies rather than just translating existing business strategies into IT projects. Organizationally, many have appointed chief digital officers to manage this digital transformation. But digitization is only one megatrend. Its twin sibling is externalization, which is not just traditional outsourcing but the ability to similarly drive transformation by bringing the (increasingly digital) power of supply markets into the enterprise. You could then ask who would be best suited within the organization to perform the function of chief externalization officer (“CEO”).
The Supplier Collaboration Category
Coupa’s first update of the year, Release 17, offers a new application called “Perfect Fit Insights” for cross-customer B2B insights and more than 50 features across the platform including new collaboration mechanisms to work with suppliers and additional e-invoicing compliance templates.
We published an in-depth analysis of Release 17 on Spend Matters PRO, but here is a quick recap on what you can expect from the solution update.
Supplier performance management is quickly becoming a "hot topic" among procurement organizations that want to create step change improvement as part of their supply management journey. This technology segment is actually a sub-segment of the supplier management technology market, which is more broadly comprised of what we often describe as “strategic procurement technologies” (see Spend Matters’ Sourcing, Contracting and Supplier Management Landscape Definition and Overview report for more detail). But supplier performance management, while a hot topic among procurement people and among those marketing solutions on the vendor side, is unfortunately not a hot topic among developers, especially as it pertains to managing the relationship aspect of supplier collaboration. While many procurement suite technology providers offer supplier management solutions, the reality is that the majority of these emphasize collecting and managing supplier master data and limited supplier performance management requirements.
ClientLoyalty, a somewhat ironically-named technology provider based on its orientation to managing suppliers, is hoping to change this. ClientLoyalty was founded with the desire to bring strategic supplier relationship management to companies that realized the critical importance of relationship management in order to get the most value for their money from suppliers. This Spend Matters PRO Vendor Snapshot provides facts and expert analysis to help procurement organizations make informed decisions about ClientLoyalty’s supplier management capabilities. Part 1 of our analysis provides a company background and detailed solution overview, as well as a summary recommended fit suggestion for when organizations should consider ClientLoyalty in the procurement technology area. The remaining parts of this research brief will cover product strengths and weaknesses, competitor and SWOT analyses, and insider evaluation and selection considerations.
Spend Matters welcomes this guest post from Suhas Apte and Jagdish Sheth, authors of The Sustainability Edge: How To Drive Top-Line Growth With Triple-Bottom-Line Thinking.
The focus of supply chain management has historically been cost reduction and risk management. Therefore, much time tended to be spent on maintaining transactional supplier/buyer relationships that entail dictating supplier policies and mandating supplier compliance auditing. Doing so has only ensured that businesses become incrementally “less bad.”
Spending the last 24 hours surrounded by design and cost engineers has taught me quite a bit about operations beyond procurement and supply chain management. Those in the buying and sourcing profession often spend a lot of time thinking about cost, and they sometimes get a bad rap for it. But based on my discussions with attendees, it’s clear to me that procurement is far from the only organizational unit worried about helping revenue get to the bottom line.
Yet procurement struggles with its image: it’s slow, it’s a roadblock to progress, it’s not knowledgeable enough to be valuable in new product development. The practitioners in attendance at Cost Insight, however, have worked doggedly to change perceptions such as these at their firms — to great success, in many cases. Here are three insights for procurement I’ve gleaned from various sessions.
The background music at this morning’s introductory session to aPriori’s Cost Insight conference said it all: “Never get fooled again.”
Manufacturers big and small waste time and money iterating on product designs, and the gap between “should cost” models and real total cost of ownership (TCO) is known to many procurement groups. But a growing openness to product cost management processes and tools, aPriori says, should end this confusion once and for all.
That’s not just the provider’s narrative either. With 65 companies in attendance this year at Cost Insight, the desire for better platforms for new product development, cost management and supplier collaboration is clear.
We here at Spend Matters like to go above and beyond, which is why a simple Top 10 list just won't cut it. Join Jason Busch (founder and head of strategy at Spend Matters) and Pierre Mitchell (chief research officer) on Tuesday, January 17 at 12 p.m. Central for The Supply Chain Devil's Dozen: Top 12 Supplier Risks for 2017. They'll cover how procurement organizations can shift their investments and strategies to account for the world's major changes, and how to "map" these risks to their underlying causes (and causes to different types of risk). Sign up here!
Spend Matters welcomes this guest post from Anthony Ryan, head of procurement operations at eir.
We have a pretty excellent P2P system at eir. It’s in the cloud, easy to use and delivers one of our primary objectives as a procurement team: spend under management. Our study of how best to address the needs of the SRM and CLM programs led us to consider the pros and cons of best-of-breed point solutions versus fully integrated end-to-end solutions that service all things procurement.
Jason Busch, founder and head of strategy at Spend Matters, will be joined by Marco H. de Vries, senior director, product marketing at OpenText Business Network, on Tuesday, Dec. 13, at 10 a.m. CST, for an illuminating discussion around the digitial economy, IoT and how they relate to P2P, the sharing economy, artificial intelligence, platform business models, social collaboration, blockchain and more. Inform you and your team on the future of supplier enablement, connectivity, supply chain visbility, sourcing and total cost optimization. Sign up here!
You have a bit more time to register for Preparing Your Suppliers for the Digital Economy: You Should Have Acted Yesterday, which will now take place Tuesday, Dec. 13, at 10 a.m. CST. Get smart and hear the chatter on the future of supplier enablement, connectivity, supply chain visibility, sourcing and total cost optimization and more, as Jason Busch, founder and head of strategy at Spend Matters, and Marco H. de Vries, senior director of product marketing at OpenText Business Network, trade thoughts and ideas.
Even if you have to do it with them kicking and screaming, the time is now to bring your suppliers into the digital economy. The future is here as it pertains to supplier enablement, connectivity, supply chain visibility, sourcing and total cost optimization. Join Jason Busch, founder and head of strategy at Spend Matters, and Marco H. de Vries, senior director, product marketing at OpenText Business Network, tomorrow at 10 a.m. CST for Preparing Your Suppliers for the Digital Economy: You Should Have Acted Yesterday. Sign up here!
What does improving supplier compliance have to do with the $5 foot-long? Join Pierre Mitchell (chief research officer at Spend Matters), David Burrows (sustainability supply chain manager at Subway / IPCoop) and Pierre-Francois Thaler (co-founder and co-CEO, EcoVadis) at 10 a.m. CDT for Improving Your Supplier Compliance Odds When the Cards Are Stacked Against You. Questions answered:
- How can I leverage supplier CSR performance to turbocharge sourcing, supplier management, product innovation, and supply chain design efforts – rather than slowing them down?
- How do I get both suppliers and diverse internal stakeholders not just aware, but motivated for the needed change?
- How do I develop a business case that aligns to economic value-added models that the C-level cares about?
- What other brand leaders have gone before me to show how to "connect the dots" between compliance, risk, and reward?