Tagged Content: PRO

Shiftgig: WIP of the Week

Shiftgig Today, we present Shiftgig as our WIP of the Week. Shiftgig, founded in 2012, is a work intermediation platform that brings together service businesses and qualified local, hourly workers who can fill shifts. The company has gone through some stages of refining its business model, reaching its current model in June 2014 and entering a phase of acceleration. In this brief, we provide an overview of Shiftgig’s business, platform and services and offer some thoughts on what a supplier model like Shiftgig implies for services procurement.

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VMS and E-Procurement: Bridging the Indirect and Services Procurement Gap (Part 1)

Sergey Nivens/Adobe Stock For the last few decades, technology applications have developed and taken root in both services procurement and non-services procurement (or “spend management” if you prefer). We can generally segment these applications into two areas: vendor management systems (VMS) and e-procurement solutions. Somewhat remarkably, it appears that these two fundamental categories of spend, which are increasingly converging (especially with the digital disruptions happening right now), have remained in separate silos as far as packaged technology applications are concerned. In fact, there have been separate solution provider companies in each silo, with basically no overlap at all. Of course, you might argue that SAP’s assemblage of SAP ERP, Ariba, Fieldglass, SuccessFactors and Concur make for an end-to-end “solution” in terms of functionality checkboxes, but obviously it’s not a single integrated application suite to manage the end-to-end services spectrum. This is basically the “myth of the integrated ERP procurement solution” argument we’ve made before, but applied to services spend. In this multi-part Spend Matters PRO brief, we explore the following questions: (1) What are the differences between VMS and e-procurement solutions? (2)What might we expect going forward with respect to (a) solution convergence and (b) solution provider consolidations? and (3) If you have both of these application types, what strategies should you consider to leverage your existing investments but also take advantage of this convergence?

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Why Services Firms are Finally Developing Successful Procurement Technology Applications — and Why You Should Sometimes Consider Them

big data For well over a decade, consultancies, business process outsourcing (BPO) firms, managed services providers (MSPs) and other services firms in the procurement ecosystem have tried to develop procurement technology solutions that can stand on their own. Just about all of these early efforts were either failures or just never could be properly sustained and supported as standalone software products (i.e., something beyond a captive internal tool like spend analysis used as part of service engagements or pre-sales diagnostics). Examples include AT Kearney, FreeMarkets, Mitchell Madison and Silver Oak Services Partners. It was easy to recognize the inherent conflict between the billable hour (and solution objectivity) and the investment and expertise to run a software business. But the times have changed for services firms. Not only are some firms developing solutions that can compete on the basic feature and function software level, but the solutions now don’t necessarily walk out the door when the consultants wrap up an engagement. Rather, they are retained in areas such as sourcing, analytics, services procurement, supplier management and even procure to pay (P2P). This two-part Spend Matters PRO research brief explores what has changed to enable this, where and how services-centered firms are building applications (and in certain cases, managed services that involve software) and some of the challenges that firms still face in commercializing their technology efforts — and tips for overcoming them. It also highlights three examples of services providers that developed innovative procurement technology solutions in different areas, either within their current structure or inside new organizations run or owned by the same principals.

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Supplier Risk and Compliance as a Managed Service: Global Risk Management Solutions (GRMS)

Global Risk Management Solutions (GRMS) The rise of managed services is expanding the pie for supplier management, enabling procurement, finance and supply chain organizations to benefit from supplier information and to drive compliance without having to think about software, supplier enablement or direct licensing agreements with individual providers themselves. Global Risk Management Solutions (GRMS) is one such provider taking a managed services approach to supplier compliance and management in a manner that can be cost neutral from the start to procurement. As our Spend Matters PRO analysis of GRMS continues (see the first installment in this series here), we offer perspective on how GRMS’ capabilities compare to and complement supplier management technology platforms and other providers, as well as general strengths, weaknesses and recommendations that potential users of this supplier risk management and compliance managed service should be aware of. We also provide perspectives on the business needs of organizations that are most likely to be a good fit for GRMS, a provider that as of January 2016, had more than 225 customers.

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Global Risk Management Solutions (GRMS): Supplier Onboarding, Risk and Compliance as a Managed Service

Global Risk Management Solutions Global Risk Management Solutions (GRMS), a managed services provider (MSP), has carved out a valuable niche targeting procurement organizations that want maximum assurance that the suppliers they are doing business with truly are who they say they are — and that they meet customized requirements for doing business with the company in question. Complementing other supplier management tools and source-to-pay suites as well as specialized supply chain risk management solutions, GRMS focuses on areas of supplier compliance that many organizations shortchange on an ongoing basis. Fueled by a supplier-funded revenue model and an outsourced data aggregation and validation service that is global in scope, spanning onboarding, regulatory compliance, environmental health and safety, risk management, diversity data and more, GRMS has kept the financial and business process adoption barriers to their offering low for procurement organizations. This two-part Spend Matters PRO Research brief provides an overview of the GRMS managed service compliance solution and how it can complement related supplier management, compliance and risk technologies (e.g., Hiperos/Opus Global, Aravo, Lavante, HICX, Ariba/SAP, SciQuest, Emptoris/IBM, Ivalua, Zycus, GEP, riskmethods, Resilinc) and information providers (e.g., D&B, BvD, Ecovadis) – as well as the overlap it has with other supplier management managed services providers like Achilles, Browz, PICS Auditing, Deloitte and Helios.

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The Latest on Nipendo: Direct Materials Support, A New Dynamic Portal and Customer Recommendations

- February 5, 2016 2:10 AM | Categories: eProcurement / Procurement, P2P, supplier networks, Technology

p2p deployment Innovation lurks in the shadows of legacy e-invoicing and supply chain connectivity approaches, threatening to completely change how we communicate procurement, sales and supply chain information with partners — and even internally. And Nipendo, which we have previously explored in depth here and here as well as an Intel case study here and here, is at the forefront of this radical shift. In this second half (see the first installment) of this update on Nipendo, based on a half-day session looking at the latest from the provider at its R&D center in Israel, Spend Matters details some of the enhancements this disruptive provider is bringing to supply chain connectivity.

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Nipendo: Capabilities and Use Cases that Make Supplier Networks Look Like Green Screens

- February 4, 2016 2:11 AM | Categories: Invoicing, P2P, Solution Providers, Technology, Trade Financing

Nipendo There are few technology companies that are doing anything terribly creative when it comes to connecting buyers and suppliers on a transactional basis outside of basic e-invoicing, aside from various tricks involving the onboarding of vendors and enabling downstream activities such as early payment and trade financing. But one vendor stands apart when it comes to pushing the limits of what buyer/supplier connectivity means today by redefining electronic data interchange (EDI) and going far beyond the basics of invoicing alone in a supplier network environment. The provider in question, Nipendo, is exciting on multiple levels, although its reputation has not yet caught up with its capabilities (something we’re hoping to help them remedy with our coverage). One can look at Nipendo as a new type of infrastructure-as-a-service (iPaaS) provider such as MuleSoft or DellBoomi, except one more narrowly focused on trading partner connectivity (primarily involving procurement, suppliers and potential financing partners). In late December I ventured to Israel and took a detour from my trip to spend half a day at Nipendo’s headquarters and explore the latest from this disruptive provider. This two-part Spend Matters PRO brief provides a functional, product and company update to our past coverage of Nipendo, including a look at the provider’s new portal interface.

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Why the Selection of Your P2P Vendor Affects the Total Cost of Software and Implementation

sourcing technology So far in this series looking at factors impacting the success of P2P programs, we’ve considered such areas as the shifting landscape from on-premise software to cloud solutions as well as six key factors impacting the true costs of deployment. This research brief explores why the selection of your P2P vendor is likely to have a material impact on the costs of the software solution and its implementation beyond just subscription/license fees. It also provides summary observations for organizations selecting and rolling out e-procurement and P2P solutions. Finally, it is important to realize that no two situations are similar. We invite Spend Matters PRO advisory clients to contact us to discuss their selection and deployment situation and considerations as early as possible to avoid unnecessary costs and headache down the line.

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Turbocharging E-invoicing Through the Supplier Network Value Proposition

- February 1, 2016 2:32 AM | Categories: Invoicing, supplier networks, Technology

e-invoicing As we discussed in the first part of this e-invoicing research brief, there are many more goals of automating the invoicing (and invoice receiving) process than simply driving process efficiency. Indeed, advanced e-invoicing deployments now go far beyond the plumbing required to automate the issuance, workflow and approval of an invoice in a streamlined manner with as few accounts payable touch points as necessary (not to mention providing suppliers with greater visibility throughout the process). Today, supplier networks have emerged to extend the value proposition of basic e-invoicing to a number of new areas, including the better management of working capital (and much more). In the second part of this series, we discuss how supplier networks are extending the e-invoicing value proposition, advanced scenarios that e-invoicing and network providers are starting to enable today and who some of the key vendors in the space are, including specialists, suite providers and regional solutions.

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6 Factors that Impact the Cost, Hassle and Heartache of E-Procurement and P2P Deployments

- January 27, 2016 2:21 AM | Categories: eProcurement / Procurement, P2P, Technology

p2p deployment In this research brief, we explore the specific elements that impact the costs and hassles of P2P implementations and ways of controlling them — or at least managing expectations upfront. What’s perhaps most valuable in our findings is that these six elements don’t just show-up during the course of a given implementation — they’re often visible up front if you know where to look. And they can even prove to be leading indicators of trouble to come before you even sign a contract with a vendor. In short, if you know what potential roadblocks to look for up front, you can minimize or avoid unnecessary costs and hassle down the e-procurement road. Here’s how.

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How E-Invoicing Extended Procurement’s Influence with Accounts Payable

- January 26, 2016 2:01 AM | Categories: Accounts Payable, Invoicing, P2P, Technology

e-invoicing In this Spend Matters PRO research brief, we examine how procurement, through the use of technology, has extended its range of influence from its own processes to accounts payables and made electronic invoicing and supplier connectivity instrumental in the outcome of what we now call procure to pay (P2P). We also discuss the evolution of the purchasing function up to the integration of e-invoicing, the value proposition of e-invoicing, its challenges, what we see coming in the e-invoicing market and, finally, who some of the solution players are within the space.

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Market Forecast, Sizing, Adoption and Growth Scenarios: E-Procurement Market Outlook 2016-2018 (Part 3)

- January 25, 2016 2:09 AM | Categories: eProcurement / Procurement, P2P, Technology

e-procurement market growth forecast We can start our e-procurement market forecast, sizing and adoption outlook for 2016-2018 by noting that the market is a tale of two sectors: on-premise e-procurement and cloud. On the one hand, the e-procurement market, which we define in part as the automation of operational, tactical and transactional procurement processes, is poised for continued enterprise software upheaval and decline as the on-premise enterprise software business continues its decade long downward spiral (which certain analysts forecast will actually decline in 2016). But on the other hand, cloud-based models such as software as a service (SaaS) and platform as a service (PaaS) will continue to take off, with double digit compound annual growth rates (CAGRs) throughout the period. This Spend Matters PRO research brief provides a growth forecast, market sizing and related commentary and trends for e-procurement in 2016, 2017 and 2018. It also provides commentary on global market adoption. We also encourage Spend Matters PRO subscribers to read the first two research briefs in this series on e-procurement megatrends for 2016 (Part 1 and Part 2).

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