The Supply Management Category

ISM 2017: Initial Impressions? Great!

Eved

The Spend Matters team has descended on Orlando for the ISM 2017 conference. This year’s event is shaping up to be a great one. I got in Sunday but didn’t get a chance to attend a behind-the-scenes tour of Disney World, which looked fascinating. There’s a metaphor for supply management here, I think: “How is procurement able to generate 10X returns on investment in the function? It must be magic!” Well, like Disney, it’s a lot of hard work, customer focus, innovation, creativity and technology.

Settling the “SCORe” with “Supply” at the Core: It’s time for Supply Management 2.0 [Plus+]

Global Risk Management Solutions

As supply networks are becoming more complex, componentized, outsourced, and global (as well as faster, riskier and more regulated), the capability of managing supply (i.e., supply management to manage a network of supply) is promoted from a siloed set of functional process to an integrated strategic one. So, if you want to “orchestrate” it, whether you provide products, services (including information services), or both, you need to collaborate fluidly in a multitier and multilevel fashion that orchestrates both the process silos and the information silos. For lack of a better term, think of this as supply management 2.0. It basically expands the vision from a traditional procurement-led sourcing process, typically managed via ERP or standalone procurement applications, to a cross-functional and cross-enterprise “platform” for orchestration of all critical supply resources in the supply network (materials, capacity, logistics, capital, etc.) across the supply tiers.

In this Spend Matters Plus analysis, we argue that it’s time to flip the traditional paradigm of supply management from not just a new faceplate on the traditional purchasing function but also from the sourcing component of the “sourcing and procurement” moniker that many practitioners use. Having strategic procurement be merely about sourcing as a serial step in an end-to-end lifecycle is a mistake.

Trending in Talent: The Top 3 Factors for 2017

Attracting top performers continues to be a key area of focus for most procurement leaders today. We’ve seen firsthand the steadily increasing demand for strong supply management talent throughout 2016 and early 2017, although the supply has remained relatively unchanged. What’s also evolving is the way in which companies approach hiring and retention of these individuals, as well as the makeup of modern-day procurement groups. In this post, we explore the top three trends affecting supply management talent.

Signing on the (Electronic) Dotted Line: New Solutions Based on Technological Advancements

Join us this Thursday, Dec. 10, at 1 p.m. CDT, for the webinar, Digital and E-Signatures: Everything Procurement Needs to Know! Our own Thomas Kase, vice president of research at Spend Matters, will be joined by the Silanis team to provide serious value for business users.

Announcing New Webinar: Building a Successful Business Case for Procurement

procurement business case

Presenting your business case to the CFO can be a daunting task. These positions are increasingly demanding more nuanced ROI, with smaller "I" and even smaller "R." In the procurement sphere, presenting a business case doesn't have to be nerve-wracking – if you follow our lead. Join us Tuesday, September 22, at 12 p.m. CDT for the webinar, The Seven Deadly Barriers to a Successful Procurement Business Case, with Pierre Mitchell, chief research officer at Spend Matters, and Dipan Karumsi, KPMG managing director, operations advisory services.

Supply Analytics Will Become Routine, Predictive: Accenture

supplier network

You won’t get any debate from us that supply analytics must form a key basis of future procurement technology investment. But whether supply analytics, as Accenture defines it in its recent report, Procurement’s Next Frontier – The Future Will Give Rise to an Organization of One, becomes as routine as the authors argue is open to debate. A lot will have to happen to make this vision a reality. What Accenture describes is complicated and daring. It’s also going to prove, perhaps, the most challenging tech vision suggested in the paper to realize.

Are SMEs the Weakest Supply Chain Risk Link?

risk management

Late last month, I took the same side as Stephen Allott, crown representative for small- and medium-sized enterprises (SMEs) at the UK Cabinet Office, in a pub debate in London, in which we argued for the motion that procurement is doomed for a variety of reasons, including the failure of many procurement organizations to effectively manage supply risk. Then, coincidentally, on the flight back to the US, I read an article in a UK publication reporting that a majority of SMEs are not prepared to manage supply risk. A curious coincidence? I’m not so sure.

Google Maps for Strategic Supply Analytics

While you may use Apple or Google Maps to get from point A to point B, you will need something similar for your procurement organization. Enter Pierre Mitchell, chief research officer at Spend Matters, and his “road map” for a broad and strategic approach to supply analytics. Hot off the press research now available for download: Navigating the Path from Tactical Procurement Analytics to Strategic Supply Analytics tackles the shortcomings of basic spend analytics and how to view the “big picture.” Spend visibility is the cornerstone of any procurement transformation, and we have the tools you need to better manage spend and supply for the betterment of your organization. Get your copy today!

How Finance Can Help Procurement: A Countdown on our CPO Website

Over on Chief Procurement Officer, we recently began a countdown series of the top 17 ways finance can help procurement. Authored by Chief Research Officer Pierre Mitchell, the series, or wish list, is based off a snap poll Spend Matters and the Institute for Supply Management conducted regarding the alignment of procurement and finance organizations within a company. The series hits on the least important to most important ways procurement would like finance's help improving supply and spend management. (No. 1 will be the most important.) So far, Pierre has hit on tips Nos. 17-15. You can read the full articles over on Chief Procurement Officer, or read on and follow the links.

How I Became a Temporary ‘Staffing Supply Chain Anthropologist’ at VMSA Live 2015

Before getting down to business for 2.5 days of working sessions, VMSA Live kicked-off last night with a vibrant networking reception for attendees, representing all parts of the staffing supply chain (including contingent workforce managers, VMS and MPS professionals and staffing suppliers and other service providers). When I entered the reception hall, it occurred to me that I was walking into a kind of microcosm of the whole intermediary staffing supply chain, and it was an incredible opportunity to just talk with, listen to and hear the perspectives of those practitioners who – in their different roles – are actually making that staffing supply chain work every day. If there was such a thing as a “staffing supply chain anthropologist,” then that was what I tried to be last night. I was interested to see what I would learn and what kinds of inferences I might draw from a random ethnographic sampling of thoughts and opinions. So what did I, the accidental “staffing supply chain anthropologist,” take away from this evening?

New Research: Supply Chain Risk Management – Managing the Unimaginable

Even with the an airtight risk management strategy in place, situations that may be out of your control (political unrest, natural disasters, labor violations, corruptions and more) can hinder even the most prepared organization. What is one to do? Download Proactive Supply Chain Risk Management (SCRM) in an Uncertain World, and find out.

The Fundamental Problem With Contingent Workforce Management Today

In today’s global economy, firms like Amazon, Apple, GE, P&G and Walmart all compete on how well they manage their extended supply chains and associated spending on critical goods and materials. But, in an increasingly services-based economy where nearly everything is becoming a "service" (including all the non-production elements associated with creating a product), applying the same rigor in managing external services spending should also be important. Yet, Spend Matters has found that relevant best practices and principals in managing materials spending are not well applied to services spending – particularly in the area of contingent labor.