Tagged Content: Plus or PRO

Determine: Vendor Snapshot (Part 1) — Background and Solution

Determine Inc. Something odd happened during Selectica’s roll-up strategy. Usually when a technology vendor acquires a number of providers at relatively low valuations, its focus tends to be on financially engineering the various SaaS, maintenance, upsell and other income schemes from the assets. But in Selectica’s case, the acquired became the basis of the company, in a manner in which the sum of the assets became an entirely different equation that it likely even bargained for before getting into the activity in the first place. But sometimes the uncertainty of post-merger integrations can lead to an outcome that benefits all parties involved (including customers) in ways that would be difficult to have imagined going into the process. This two-part Spend Matters PRO research brief traces the history of Determine and its solutions, including the recent re-platforming of the b-pack technology architecture. It also offers an introductory overview (necessary for those that even knew it in the past!) of the provider’s strengths and weaknesses and provides customer and partner recommendations.

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An Oracle Solution Primer (Part 4): A Module-by-Module Look at PeopleSoft Procurement

Oracle In the first three parts of this Spend Matters PRO series on Oracle’s procurement offerings, we discussed Oracle EBS Advanced Procurement, Oracle Procurement Cloud, the capabilities of Oracle Information Discovery and Vinimaya integration with Oracle Procurement Solutions. Today, in this final installment, we examine PeopleSoft Procurement and its plans for the future. PeopleSoft, one of the first ERPs in the market, was purchased by Oracle in 2004 to help the software giant gain greater market share and increase its ability to invest in application development and support — and to prove to the market that it was serious in taking on (and even passing) SAP as the dominant ERP and business applications giant. PeopleSoft competes in the procurement and purchase-to-pay (P2P) space with its PeopleSoft Supplier Relationship Management (SRM) suite, which integrates applications such as Purchasing, e-Procurement, Catalog Management, e-Supplier Connection, Supplier Contract Management, Strategic Sourcing, e-Settlements, Procurement and Spend Analysis and Services Procurement. This Spend Matters PRO research brief provides an overview of each of these modules and offers further perspective and analysis of PeopleSoft’s procurement capabilities.

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Procurement’s Role as Master Architect: Design-Centered Procurement (Part 8)

design As procurement organizations design tools and models to improve the process of supply management, they begin to create more idealized systems that can actually be implemented, bridging the gap between visionary “clean sheet” design and small, incremental redesign efforts relegated to narrow process silos. Yet there’s a more subtle and powerful effect in this effort. By focusing on constantly improving the design of the many inbound value chains in the enterprise, procurement begins to elevate its role beyond just strong, hands-on execution in delivering cost savings, but also towards a leadership position in intelligent design, transformation and enablement. These three attributes can seem like high-level words, but they’re important.

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An Oracle Solution Primer (Part 3): A Module-by-Module Look at Oracle Procurement Cloud

- May 23, 2016 2:41 AM | Categories: Cloud, ERP, Solution Providers, Technology

cloud The Oracle Cloud — previously known as “Oracle Fusion” — is a line of products that may have initially appeared to be a targeted bet and experiment for Oracle as it explored native SaaS development and deployment models and attempted to combine the strengths of different organic and acquired assets in a common suite. Oracle Cloud, since this initial vision, has matured considerably, both in capability, but more important, in strategic value to Oracle. In the first two installments in this Spend Matters PRO research series, we explored Oracle’s overall procurement portfolio and eBusiness Suite (EBS) procurement capabilities in detail (as well as iProcurement Endeca extensions and how partner Vinimaya integration strengthens the capabilities of iProcurement). In this third installment, we explore the Oracle Procurement Cloud product and offer our perspective on the history of the solution, optimal customers and partner integration (and capabilities) with Vinimaya. We also offer our take on how Oracle Procurement Cloud stacks up to the competition.

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Wonolo: WIP of the Week

LinkedIn ProFinder This week we present Wonolo as the WIP of the Week. The company provides an on-demand work intermediation platform that matches and connects businesses and pre-vetted, local workers (Wonoloers) who can rapidly fill short-term jobs. The platform also enables the online payments from businesses to workers and provides other capabilities to both businesses and workers. Platform-intermediated, on-demand “gig” work arrangements (requested and fulfilled locally) are now mainstream (rides, deliveries, errands, short tasks, et al.). Unlike many of the on-demand labor marketplaces that focus on serving consumers and/or very small businesses, Wonolo targets both SMB (over 30 employees) and large enterprises (over 500 employees) that have unpredictable, short-term, uniform-output labor requirements. Moreover, Wonolo can meet business needs for multiple workers (for example, 20 warehouse workers), not just one-offs. It tends to enter into longer-term fee agreements with businesses, though businesses can also engage Wonoloers “by the drink,” as it were. In this brief, we provide an overview of Wonolo and its unique platform model and, as usual, offer our own commentary.

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Using the Design Process to Transform: Design-Centered Procurement (Part 7)

design In the world of quality management, even well-designed products can only be manufactured by equally well-designed processes that are not just controlled but also capable. Such a process capability for manufactured items is formally engineered by a “manufacturing engineering” function that works collaboratively with design engineering on one side and operations on the other. So, it stands to reason that a procurement process for purchased items (and services) should similarly be engineered with upstream internal partners who specify the design and downstream with those involved with execution. This process of the design of procurement (i.e., the process of how to best engage external suppliers to maximize value) should be collaborative too.

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An Oracle Solution Primer (Part 2): A Module-by-Module Look at EBS Advanced Procurement

VMS By nature of not having made targeted acquisitions in the procurement market, Oracle does not call as much attention to itself in the space as ERP rival SAP, which purchased Ariba, Fieldglass and Concur. Yet Oracle is not sitting still in the race to rapidly build out competitive capabilities through major acquisitions, but rather to incrementally develop both EBS and Oracle Cloud Suites as true integrated suites rather than a portfolio of applications loosely connected to each other. In the first installment of this Spend Matters PRO brief, we explored the types of general investments that Oracle is making in procurement, its different procurement application lines, and the various approaches it is taking to offering cloud deployment and integration modules. We also provided an introduction to EBS Advanced Procurement. In this second installment, we explore all of the applications of the Advanced Procurement suite. We also delve into how the iProcurement module has benefited from Oracle’s Endeca acquisition and the gaps that Oracle partners, such as Vinimaya, are filling within the Oracle EBS Procurement picture to enable parity with best-of-breed competitors in the catalog management, federated search, comparison shopping and presentation areas. Finally, we also offer our take on how Oracle Procurement Cloud stacks up to the competition.

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Understanding Objectives, Trade-offs, and Constraints: Design-Centered Procurement (Part 6)

Design In previous installments of this series, we talked about how good design applies not only to a product (or service) or the supply chain that produces it but also the design of the procurement operating model that is the architecture of the supply management services delivered in a procurement organization. In that design, we talked a little bit about reducing trade-offs between the diverse requirements and objectives of the many stakeholders, and the constraints placed on a solution that optimizes everyone’s needs. To do this, we should be fairly precise around the terms requirements, objectives, constraints and optimization. If you might notice, these are terms familiar in the parlance of bid optimization in strategic sourcing. So, let’s explore the learnings from that domain and apply them to designing an optimal procurement organization rather than an optimal sourcing event.

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An Oracle Solution Primer: E-Business Advanced Procurement in the Cloud Era

cloud As noted in the Spend Matters Almanac, Oracle was one of the original pioneers in the e-procurement space, introducing its original iProcurement release, part of Electronic Business Suite (EBS) of integrated applications, well over a decade ago. Today, Oracle continues to offer iProcurement. But it also now delivers a cloud-based suite of applications known simply as Oracle Cloud (formerly “Fusion”). Oracle Procurement Cloud is a native SaaS suite that is designed to compete against specialized cloud providers. And last but not least, Oracle, in its long career of acquisitions, has also acquired other solution suites with their own procurement applications (on-premise and hosted), including PeopleSoft SRM. In this Spend Matters PRO series covering Oracle’s procurement solutions, we explore the range of Oracle procurement solutions across its different branded and functional product lines, including the overall “state” of Oracle in procurement today. We also analyze key modules, functional capabilities and features across different Oracle solution brand serving the procurement market. Finally, this series explores Oracle’s competitive advantages and challenges today and offers perspectives on how different trends are likely to influence Oracle customers to use (or not use) Oracle’s procurement solutions today and tomorrow by application line.

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UpCounsel: WIP of the Week

UpCounsel This week we present UpCounsel as the WIP of the Week. The company provides a specialized legal services marketplace platform that enables connecting clients with attorneys and supports the delivery of a specific legal service (attorney to client) along with billing and payment.

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Designing The Procurement Operating Model: Design-Centered Procurement (Part 5)

platform ecosystems In our previous installment of this series, we looked at design approaches for using software to help digitize procurement and the supply chain. But technology is only one aspect of a broader procurement operating model (or “service delivery model” if you prefer) that also includes process design, organization design, outsourcing, performance measurement, talent management and knowledge management, which is basically a combination of talent management and specialized automation. These have impacts on each other and can’t be designed in isolation. This area can seem abstract, so we’ll use a specific process area (sourcing) and some relevant examples to illustrate how a holistic design approach is important.

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Transcepta: Vendor Snapshot (Part 2) — Weaknesses, Competition and Recommendations

ra2 studio/Adobe Stock Compared with other purchase-to-pay (P2P), e-invoicing and supplier network providers, Transcepta is a bit of an anomaly. Not only has it not raised significant capital to support sales and marketing expansion, it has remained focused (until recently) on supplier enablement, e-invoicing and document exchange/collaboration enablement rather than footprint expansion (e.g., e-procurement, trade financing, etc.). The largest tragedy of Transcepta (in our view) is that it doesn’t have the sales and marketing resources to get into more opportunities. In the first installment of this Spend Matters PRO series exploring Transcepta, we covered the provider’s corporate background, solution footprint and overall strengths. Part 2 provides insight into solution weaknesses, competition and customer and prospect recommendations.

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