The best procurement organizations in the world are intently focused on creating value in their extended supply chains, and they are very good at measuring this value. Benchmarking complements this effort, helping procurement groups identify new sources of value, pinpoint new capabilities and make a case for change. But benchmarking itself is part of a broader competency in performance management that keeps procurement aligned with stakeholders and their dynamic needs. So before delving into particular benchmarks, you need to learn to benchmark better to get any value out of them. You need to not just buy better but also measure better so that you’re focused on doing the right things before focusing on just doing them the right way relative to others. Suffice to say, benchmarking/performance management is not a simple exercise. Learn how to link procurement performance to value chain performance and enterprise performance — and then pull in relevant benchmarks. Download this paper today!
There's no question that bicycles represent a giant evolutionary leap from human locomotion. But they also provide a great metaphor for the opportunity that accounts payable (AP) organizations have to move away from manual processes to automated ones – with even greater efficiency and speed returns than a two-wheeler can provide. In this white paper, we provide a number of benefits that AP organizations can realize from automation and digitization. These examples can help not only make the case for high-value technology investments to drive AP efficiency improvements, but also to build AP finance and procurement value in the eyes of constituents and stakeholders. Download this paper to take off the training wheels – it's better to learn to ride properly from the start – and explore five benefits of putting AP on two wheels.
In the 1980s, General Motors learned a difficult lesson about technology when it copied Japanese auto manufacturers in their use of robotics — but didn’t copy anything else. Thinking that large capital investments in technology were the key element to the success of Japanese automotive supply chains, GM spent billions purchasing hundreds of industrial robots. Management claimed the increased automation would significantly boost productivity. Instead, the robots broke down and started painting themselves, breaking windshields and even welding doors shut at a Cadillac plant. Yet beyond the production delays and the expensive repairs required to straighten out the wayward robots, GM missed an essential point. The Japanese automakers saw robots as just one element of a larger supply chain design. GM’s competitors were successful not because of a technological silver bullet but because they had designed an operating plan that translated customer-focused product design into a simplified, flexible, self-improving supply chain. The lesson? There are no quick fixes or cure-alls. You need a comprehensive approach. Download this paper to learn how!
What typifies a good user experience with procurement technology today? And why is it a myth that if technology is powerful, it must be difficult to use? Jason Busch discusses this and much more in this paper focused on why procurement should be focused on UI/UX.
As companies look for new ways to remain competitive in their markets and industries, procurement is playing an important role–with a focus on the new breed of procure-to-pay solutions to give them a needed edge.
This paper provides insight for organizations that want to transform their current P2P capabilities by improving operations visibility, stakeholder collaboration and overall procurement value within the company. However, before making any important decision regarding P2P, we encourage organizations to take an honest look at where they stand in terms of IT maturity, as well as assess how to take their technology to the next level without increasing total cost of ownership (TCO).
Download this paper to find out more.
Pierre Mitchell walks readers through how to connect the often disconnected internal silos of supplier enablement, sourcing, and contract management.
Digital and electronic signatures can play a significant role in accelerating procurement and supplier management processes, reducing cycle times and eliminating latency across a range of activities. They can also help create value in other areas, from organizational and vendor compliance to saving money.
This Spend Matters PRO series exploring e-signatures and digital signatures provides a foundation for procurement organizations to understand, evaluate and implement these solutions to enable a variety of use cases, including contract implementation and contract lifecycle management. In this research brief, we explore the business drivers for digital and electronic signature usage as well as selection considerations when evaluating potential solution providers.
Download this paper to find out more.
Spend Matters Founder and Head of Strategy Jason Busch walks readers through how they should be prepared for the OMB Federal E-invoicing mandate in the United States.
Spend Matters Video Content - Webinar Replay
While there isn't a mobile app just yet for matching your organization with the most attractive and appropriate technology fit, we think we have a solution. Jason Busch, founder and head of strategy at Spend Matters, joined Beeline to discuss the good (and bad) of the ever-growing procurement technology and services spectrum.
This paper won’t dive into the mechanics of spend analytics related to identifying potential savings from strategic sourcing (e.g., reduced pricing via competitive bidding to aggregate spending to preferred suppliers). Instead, we will focus on how firms can expand their spend analytics to identify and fix non-compliance scenarios that cost real money and introduce real business risk.
This Spend Matters research download provides a recommended approach to sourcing MSP, VMS and related technologies and services in a manner that will result in the most comprehensive set of options for procurement organizations, including purchasing a “bundled solution,” which may or may not be best, depending on requirements. We offer both foundational and more advanced sourcing approaches depending on procurement sophistication and relative services spend sophistication. In this first installment, we begin by exploring some of the challenges associated with relying solely on an MSP to make technology decisions for a client.
E-signatures and digital signatures are a rapidly growing sub-segment of the procurement and broader enterprise technology market. The numbers are truly off the charts. According to industry research, the segment experienced 48% growth in 2011, and an average of 53% annual growth in 2012 and 2013. Forrester estimates there will be 700 million e-signature transactions by 2017. There is no doubt that the growth will continue in this market at breakneck pace for at least the next few years. But where do e-signatures and digital signatures fit into e-procurement, beyond simply replacing handwritten signatures on the contract paper? This Spend Matters PRO research brief provides examples and use cases where these solutions can play a critical role supporting end-to-end source-to-pay (S2P) and related procurement processes.