purchasing Content

P2P and Network Buying Tips [PRO]

I’ve purchased a few cars in my life from dealers (mostly used, mind you). I’ve also bought software – for my organization and many others. From these experiences, I’ve learned that in highly competitive markets where information transparency is also somewhat opaque (think used cars and supplier/business networks), there’s often greater opportunity for sales over-promises and vendor under-delivery (or hidden costs) that your sales rep either avoided or assured you would never happen. Some of the most competitive and ethically questionable sales tactics we’ve seen recently come not from used car lots, but from software salespeople in the P2P space (especially those selling network connectivity for certain providers).

Wallmedien: Summary, Analysis and Vendor Recommendations [Plus+]

Our summary analysis of Wallmedien suggests the provider is one of the broadest “surround” type of vendors we know in the P2P space (reference: Surround Strategies” to Get More From Existing eProcurement and P2P Investments) which is capable of helping companies get significantly more from current or planned ERP procurement investments (or saving existing implementations from a write-down or write-off as sunk cost). But Wallmedien is more than this.

Basware: Out of the Sauna, Into the P2P Fire (Part 2) [PRO]

In continuing on with our market, financial and competitive analysis of Basware, we come to our summary competitive position analysis. Please note this section (and the rest of this series) does not do justice to Basware’s new platform, Alusta, which we’ll be exploring in additional detail later in Q1 and Q2 on.

What's Your Sourcing and Negotiation Brand?

Today we turn to a post from Tom Finn over on Healthcare Matters: Late last year, I interviewed Jeff Ryan of BravoSolution, a veteran of […]

P2P As You Like It — A Verian Update: Momentum, Solution Enhancements and a New User Interface (Part 2) [PRO]

In today’s installment of our Verian update, we’ll turn our attention to the new user interface and expanded mobile capabilities. At its core, with recent version updates, Verian has focused on building a streamlined user experience for all applications (eProcurement, invoice automation/e-invoicing, asset management, inventory, and T&E) with the ability to quickly turn on new modules for customers based on simple licensing and permissions. The idea behind this latest release is to deliver a single solution that spans Verian’s capabilities, which is deployed on a single underlying platform, to provide users with a means of working in an environment that best suits their needs.

CPOs Owning Accounts Payable – Does Supply Chain Finance Make it Interesting at Last? [PRO]

Historically, most CPOs and procurement leaders have not taken a huge amount of interest in the final stage of the end-to-end purchase-to-pay process. The mysterious land of Accounts Payable (AP) has been out of bounds to many of us in the profession. But that was, if we’re being honest, how we liked it. In my ten years as a CPO in three organisations, I never had any desire to expend my empire in that direction. It didn’t look like a “mysterious” place in a good way – it was full of people doing what looked like pretty dull administrative tasks for a start, not what we wanted to be as we tried to build our procurement functions into strategic, business focused powerhouses. So in the vast majority of organisations, procurement has been happy to let AP stay under the auspices of Finance.

The Supply Chain Black Box: Fantasy or Future? [PRO]

Some time ago, Professor Richard Lamming, one of the most eminent and influential procurement and supply chain academics of our time, first wrote about a somewhat provoking idea of his. In the future, he said, most of the work by procurement functions would be carried out by computers. Lamming talked about "a black box, a man, and a dog." The black box would carry out all the routine procurement work – establishing internal requirements and specifications from internal stakeholders, talking to suppliers’ black boxes to agree pricing, delivery schedules, managing the purchase to pay process and so on. The man (or woman - let's not be sexist) would be there to turn on the black box every morning. And the dog was there to attack the man if he tried to turn off the black box when he shouldn’t! Lamming also explained that there would be a role for globetrotting deal-makers who would identify new sources of supply and manage key relationships. But the vast majority of work would be automated, and supply chain relationships would be largely black box to black box.