Tail Spend Content

A Look at Barclaycard’s Virtual Card for Coupa’s Business Spend Management Platform

Small Business Credit

Last year, Coupa unveiled its vision for business spend management (BSM), and it added products throughout the year. One of those was a virtual credit card with international reach that’s from Barclaycard, a Coupa partner. We recently caught up with Barclaycard to get a look at the offering and find out more about the deal. In an interview, Barclaycard's Rob Tuckwell walked us through the partnership and talked about how the card works. Spend Matters UK/Europe recently caught up with Barclaycard to get a look at the offering and find out more about the deal. In an interview, Barclaycard Rob Tuckwell walked us through the partnership and talked about how the card works.

Tuckwell, the director of partnerships & B2B at Barclaycard Commercial Payments, said the first thing to know is that this service shouldn’t be confused with P-cards, the physical cards used for procurement purchasing. He said Coupa is using virtual cards that generate a one-time credit card number that’s specific to the purchase order, not a person — allowing greater control and reconciliation benefits.

“This is a much more efficient way of dealing with high-volume, low-value, and one-off suppliers,” he said.

Addressing CSR and Sustainability Goals Through Improved Indirect Spend Management (Part 1): Background and Challenges

The list of corporate social responsibility (CSR) and sustainability risks in the physical supply chain is long. When securing direct materials, procurement organizations must assess factors from restricted or hazardous substances to the kind of labor that went into raw material extraction and even political restrictions like sanctions on whether companies from certain countries are even allowed to do business with you. Because of these and numerous other potential issues, many companies have begun to focus on identifying and eliminating such risks from their supply chains with the help of third-party CSR data sources and risk-monitoring platforms. But while the value of assessing CSR risks for direct materials spend has gained prominence in recent years, the other side of the procurement coin, indirect spend, has not received nearly as much interest. That’s a shame — and a risk in itself.

AI in Procurement: The Day After Tomorrow [PRO]

SciQuest

Spend Matters has been exploring the state of artificial intelligence in procurement. Before we look into the future, let’s see where we’re at now. We started with AI in Procurement Today (Part 1 and Part 2), which was followed by AI in Procurement Tomorrow (Part 1, Part 2 and Part 3). This leads one to ask, what comes next? A number of vendors are already working on the tomorrow features and a few even have some in beta.

We aren't going to look too far into future because we want to stick to capabilities you should see in the next decade. So here’s a representative list of some of the more common features coming down the pipe. You should expect to see:

  • Tail spend elimination
  • Guided procurement
  • Performance improvement

Gary Hare: Coupa-Aquiire Deal May Signal the ‘Start of True E-procurement for the Mid-market’

BuyerQuest

After Coupa bought Aquiire in October, procurement veteran Gary Hare said in a Spend Matters interview that the deal “surely sends a signal, but maybe not an obvious one.” Hare knows where Aquiire came from and possibly where this acquisition is taking Coupa. He knows because until 2009 he led Vinimaya before it morphed into Aquiire — back when the company got several of the patents that Coupa hopes will propel it forward. So read about the future of e-procurement in this Q&A, which will appear in two parts.

‘More people in the tools, lower risk, faster processing, better results’ — Roy Anderson sums up procurement’s future (Part 3)

“Use your suppliers to get the work done more efficiently, effectively and start to manage the overall supplier base like an orchestra leader,” procurement veteran Roy Anderson says, laughing at the image — but not the lesson. “That orchestra leader can’t play every instrument and certainly isn’t going to sing every song, but has to be able to have the structure and the reporting and the analytics to be able to manage it more effectively.

“That’s the future. A virtual procurement operation living on a marketplace of capabilities is the future of procurement.”

In Part 3 of Anderson’s conversation about his career and digital changes in the industry, he talks about being at Tradeshift (“where ideas win”),  how “every CPO has a bandwidth problem” and the promise of AI.

Anderson, who became Tradeshift’s CPO and digital transformation officer in September, sat down with another procurement veteran, Pierre Mitchell of Spend Matters, to share some laughs and lessons about how the industry adapted to technology over the last 40 years.

The following is the last of a three-part series of their conversation, which has been edited for clarity. Part 1 ran Monday, and Part 2 ran Wednesday.

Tail Spend Management in the Trenches: Lessons Learned and Questions Answered [PRO]

purchasing

Spend Matters recently hosted a webcast exploring how Owens & Minor revamped its tail spend management strategy using Simfoni, a procurement solutions provider with specialized capabilities in this area. This Spend Matters PRO brief shares the detailed learnings — including segmentation approach, KPIs and ROI elements — and Q&A conducted during the session to aid procurement organizations in their own efforts to tame the tail.

(For those who want a full download of the webcast, which features Owens & Minor-specific data and screenshots of Simfoni’s tail spend system, check out the on-demand replay.)

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Why Mid-Size Companies Need On-Demand Solutions to Conquer Tail Spend

Procurement has firmly entered the tail spend era, and with necessary tools now available to tackle this persistent purchasing problem, supply organizations are finally consolidating costs, cracking down on unauthorized spend and clawing back lost time to deliver real value to their businesses. At least, that’s what the picture is starting to look like at large manufacturers and corporates. Within the typical mid-size firm, however, addressing tail spend still eludes many procurement organizations. The issue is less a challenge of capability than finding a solution that fits their unique business needs.

What Amazon Business Has Learned About Managing Tail Spend

“Amazon, like any other organization, is not immune to the challenges you all are having with tail spend.” That was Jeff Oar, head of customer success, enterprise, at Amazon Business, speaking on a recent webinar held by Spend Matters (and co-hosted by our own Pierre Mitchell). If one of the 800-pound gorillas has a tail spend problem — and we say that as politely as possible, given the fact that Spend Matters and Amazon Business joined forces on the indirect spend research study underpinning this report and the webinar — chances are, your organization is, too.

Amazon’s Move into Healthcare: Managing Tail Spend or Redefining its Last Mile?

healthcare

Everyone is consumed with Amazon’s widely reported “move” into healthcare. But what does that mean? While the prevailing wisdom suggests that Amazon has an opportunity to displace the group purchasing organizations (GPOs) and major distributors that dominate care provider supply chains, even if that’s true, is that Amazon’s endgame — managing healthcare’s tail spend?

Why Procurement’s Persistent Tail Spend Problem is Now Finally Solvable

Tail spend frustrates many procurement groups. It’s messy, it’s complex and it’s time-consuming to tackle. Inking big deals and keeping stakeholders happy seem like far better priorities for the typical category manager, since that’s how he can turn executive heads and make his daily life simpler. At least, that’s how it used to be. These days tail spend is trending — and for good reason. Here are three reasons why this persistent thorn in procurement’s side is finally getting the attention it deserves.

Managing Your Tail Spend on Amazon Prime Day (Good Luck)

According to a recent study, about 47% of organizations' total spend is unmanaged. Zycus surveyed 725 procurement leaders and found that even though just over half of them considered their total spend under management, only 19% considered spend management to be a "key focus area" over the next year. But of course, cost savings remains a priority, based on the report's findings. Also, tail spend is still a nagging issue. And although platforms such as Amazon Business have made it their mission to help solve some of the issues above, man are those hard to focus on when Prime Day comes around!

Is the Tail Spend Problem Solved with Technology or with Managed Services?

Tail spend is a thorny problem — and an important one.

Tail spend is an amalgam of more granular spending: one time, low dollar, maverick, tactical by design. It doesn't even have a common definition understood by all, and it is generally a mess.

So, how to solve this problem? The design ideal is the concept of guided buying, where you start with the end customers (i.e., employees who need something) at the time of need and then guide them down to get what they need to accomplish their goals (but also within corporate policy). It’s an entryway to all procurement, not just the procure-to-pay (P2P), process, so you need to get it right and make the experience count.

But, who is the guide? Is it a tactical buying group in shared services or outsourced provider? Or is it a technology solution? Let’s discuss.