Sourcing Content

Exploring A/P and Procurement Best Practices at P&G: Lesson 9

The penultimate lesson in this P&G series is that companies should use the right techniques and tools to make trade-offs and optimize value. Collaborative sourcing tools are key in maximizing value based on diverse stakeholder needs. P&G is certainly familiar with this approach through their experience with epic combinatorial bidding projects (e.g., in truckload bidding with CombineNet). This is true for any type of spending and even for procurement’s own spend for technology and services –

Capital Equipment Sourcing: Pitfalls to Avoid

Procurement professionals who participate in the sourcing decisions for capital equipment often face several challenges: how to measure and derive value (especially when historical precedent is not available), how to gain the trust of the business stakeholders (especially the plant production and engineering ones), how to gain an “even place” at the negotiation table with the suppliers, etc. In attempting to address several or all of these challenges simultaneously, procurement professionals lose on more than one count. There are a few important pitfalls that need to be avoided to ensure success in the sourcing efforts of capital equipment.

Advanced Sourcing: A Direct Materials Case Example

The complexity of the supply chain was important, as the company had a history (and reason) to buy from both distributors and manufacturers in the past for these line items. Distributors offered the advantage (at a cost, of course) of bundling in freight and material storage/stockholding into the cost equation, along with better payment terms than going manufacturer direct.

Future Sourcing: Never Mind the Savings, Feel the Bids

What does saving a million dollars through a sourcing event really mean? Does it mean that you had a terrible contract last year? What about your supplier’s margins? Have you squeezed so much that your supplier will be coming back to re-negotiate in 3 months? Or worse, did they quote something different than what you expected? Or have underlying commodity prices moved so much that actually you’ve still left money on the table? And how implementable are these savings going to really be?

Future Sourcing: The End of the RFI

Spend Matters welcomes a guest post from Alan Buxton, COO of MarketMaker4. I see a lot of RFIs. And I have to admit that it […]

Sourcing Validation as a Best Practice

Spend Matters welcomes another guest post from Jeff Muscarella of NPI, a spend management consultancy focused on eliminating overspending on IT, telecom and shipping. In […]

Tackling Tail Spend and Spot Buys (Part 3)

In an analysis of technology for supporting tactical buying requirements, Hackett suggests the following elements to include: tools that review and analyze request patterns, user-friendly […]

Bangladesh Global Sourcing Blowback

Following the building collapse accident that is now estimated to have claimed over a thousand lives, the Bangladesh government shut down eighteen factories last week. […]

Improving Program and Delivery Management

Last week we told you about a new research paper from Spend Matters UK/Europe’s Peter Smith: Indirect Category Sourcing Savings : Fact or Fiction? Delivering Credible Benefits […]