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Supplier Management

Vendor Summary Report: Supplier Management SolutionMap℠ Q4 2017 [PRO]

supplier network

This SolutionMapSM analyzes a select group of supplier management (SXM) providers. It includes coverage of supplier information management (SIM), supplier master data management (MDM), supplier performance management and broader initiative management (e.g., risk, third-party management) capabilities. It is part of our Q4 2017 SolutionMap report series, also featuring spend analytics, sourcing, contract management, e-procurement and invoice-to-pay providers. Our Q4 2017 also features SolutionMaps for procure-to-pay and strategic procurement technology suites.

Spend Matters tracks more than 50 supplier management solution providers today. This analysis features many of the largest supplier management providers, including BravoSolution, Determine, GEP, Ivalua, Lavante (PRGX), Hiperos 3PM (Opus Global), Jaggaer, Jaggaer Direct (formerly Pool4Tool), SAP Ariba, State of Flux and Zycus. Among these providers it features select industry/specialty capability of providers, although it does not highlight them in a specific persona, a change from our last SolutionMap release.

SolutionMap ratings provide comparative rankings and insight into how each provider scored from a Solution perspective and Customer Value perspective.

Dive deeper with our full analysis.

Supplier Diversity Meets Supply Management: A Roadmap for Success (Part 4) [Plus +]

As we conclude our initial series on creating a roadmap for success with supplier diversity initiatives (see Part 1, Part 2 and Part 3), we come to a handful of final, in many cases tactical, recommendations that can make or break program success. These are the “school of hard knocks” lessons focused on supplier diversity data management that we encourage our readers to take to heart, learning from the mistakes of others (including us) as we’ve helped to rollout and manage these programs over the years for dozens of organizations.

Supplier Diversity Meets Supply Management: A Roadmap for Success (Part 3) [Plus +]

Perhaps the most important element that supplier diversity professionals should incorporate into their program management efforts is how to constantly incorporate general procurement efforts within their own. Working with general procurement should be the top priority for diversity teams. All too often, the trap for supplier diversity professionals is to lead a silo-based activity with few touch-points with general procurement.

Supplier Diversity Meets Supply Management: A Roadmap for Success (Part 2) [Plus +]

For outcomes, whether you get preferred delivery, higher quality, better post-sales support, more favorable warranties or better pricing based on prompt payments as a result of getting diverse suppliers paid faster than the norm, it is important to consider the need to engage the broader finance organization (e.g., AP) and even other functions to implement a program successfully. And try to broaden your vision and go outside the standard procurement playbook in the process.

Supplier Diversity Meets Supply Management: A Roadmap for Success (Part 1) [Plus +]

suppliers

There are few areas within the walls of corporate America that stir up emotions and opinions like supplier diversity. Regardless of where you stand regarding supplier diversity programs and how supplier diversity can be done right — because it can definitely be done poorly, even catastrophically so — this research brief is meant to serve as a general primer for procurement professionals needing to bring supplier diversity into their daily activities across the supply management function. We also hope it will prove useful for newly appointed supplier diversity managers and for senior procurement managers and corporate directors wanting to understand how supplier diversity fits in with their business, day to day and strategically. Our intention is to help you make the business case not just for greater investment in diversity programs but for the right programs to begin with. 

Freeing Yourself From the Chains of the DPO Stretch: An Empirical and Experiential Analysis [Plus +]

Before on Spend Matters, I highlighted an analysis where, in 12 of 14 manufacturing industries I analyzed, I found negative correlations between Days Payable Outstanding (DPO) and enterprise performance (e.g., debt you may incur to raise cash to invest in high payback initiatives such as B2B trade financing where early payment discounts and/or supply chain finance programs are established). In this Spend Matters Plus article, I’ll dive into the industry details and also provide some additional insights based on some research that we conducted with the Institute for Supply Management (ISM).

CRM for Procurement: Lessons from the Sell Side [Plus +]

In a world where everything is quickly becoming a service (XaaS), perhaps the single most important differentiator is being customer-focused and aligned in order to allow you to deliver value to them over the long run. It is a simple principle, but procurement is not so easy to implement. Everybody who spends money in the enterprise has the potential to get more value from their spend and is a potential “customer” for procurement to help. Given procurement’s limited resources, adopting and adapting CRM principles, practices, and tools can help. As we get started, note that CRM for “supply” and suppliers is not the buy-side of “SRM” or supplier management – it’s a much bigger, hairier, and more encompassing beast.

So who are the customers? And should they even be called customers?

Many procurement organizations do not like the term “customers.” Some use the term “clients,” and others use the term “stakeholders.” Still others use the term “internal partners.” It doesn't really matter as long as the organization defines the nomenclature that works best for them. That said, it is important to understand who all the various stakeholders are within the procurement process, so that they can be appropriately targeted to drive more value out of the process. In fact, if you think of the term "stakeholders," it means anyone who has a stake in the process and who consumes the outputs of that process: information, materials, services, cash, goodwill, etc.

So, to be a stakeholder in a procurement process means to be a customer of that process. This means that procurement needs to be explicit in defining and working with 10 key stakeholders – and reconciling which of these will get the most attention.

Let’s get to the list (and beyond that, 14 critical areas of CRM begging to be addressed).

BravoConnect Dispatch: Exploring the Four Pillars of BravoSolution’s Strategy

Yesterday at BravoConnect 2016, BravoSolution shared a vision for its product strategy, product development and network-based initiatives (see our initial coverage on these areas here: […]

Top 50 Supplier Innovation Case Studies: Nos. 41–50, Softbank to Xerox [Plus +]

innovation

This is the fifth and final installment of our supplier innovation case study series where we help answer the question, “What are other procurement organizations doing in supplier innovation?” We’ve curated a “Top 50” list of some of the best case studies highlighting supplier innovation from a select group of major firms. We looked at the innovations in question, the results, the related suppliers and some key takeaway lessons. In this installment, we’ll look at Softbank, Toyota, Vodafone, Whirlpool, Xerox and more.

Top 50 Supplier Innovation Case Studies: Nos. 31-40, P&G to Siemens [Plus +]

lightbulb

This is the fourth installment of our supplier innovation case study series where we help answer the question, “What are other procurement organizations doing in supplier innovation?” We’ve curated a “Top 50” list of some of the best case studies highlighting supplier innovation from a select group of major firms. We looked at the innovations in question, the results, the related suppliers and some key takeaway lessons. In this installment, we’ll look at P&G, Pratt & Whitney, Proxiumus, Roche, Samsung and more.

Top 50 Supplier Innovation Case Studies: Nos. 21-30, IBM to Nokia [Plus +]

InnoCentive

This is the third installment of our supplier innovation case study series where we help answer the question, “What are other procurement organizations doing in supplier innovation?” We’ve curated a “Top 50” list of some of the best case studies highlighting supplier innovation from a select group of major firms. We looked at the innovations in question, the results, the related suppliers and some key takeaway lessons. In this installment, we’ll look at IBM, Kraft, L’Oreal, Mars, NOKIA and more.

Top 50 Supplier Innovation Case Studies: Nos. 11-19, Electrolux to Honda [Plus +]

finger sliding innovation ticker

This is the second installment of our supplier innovation case study series where we help answer the question, “What are other procurement organizations doing in supplier innovation”? We’ve curated a “Top 50” list of some of the best case studies highlighting supplier innovation from a select group of major firms. We looked at the innovations in question, the results, the related suppliers (if disclosed), and some key takeaway lessons. In Part One, we highlighted how Apple and TSMC teamed up to provide more cutting-edge technology in the iPhone; how Campbell Soup Company lightened their shipment load; and how Dell leverages an all-important C-word, communication, to learn directly from their customers how to best work with suppliers. In this installment, we’ll look at Electrolux, Eli Lilly, Ford, General Mills, Honda and more.