Tagged Content: Technology

Analysis: Accenture’s Vision of Supply Analytics Will Be Difficult to Realize

- August 3, 2015 8:37 AM | Categories: Analysis, Analytics, Procurement Strategy & Planning

supply analytics No one can argue with the notion that the merger of spend and supplier data – not to mention other data sets – into a common environment for reporting and even predictive analytics will be game changing for procurement. In fact, this is the vision behind Accenture’s argument around the future of supply analytics in its paper Procurement’s Next Frontier – The Future Will Give Rise to an Organization of One. But I believe that what Accenture is arguing for will actually be quite difficult to achieve. In this analysis, I consider a few of the reasons behind this. In short, supply analytics, as Accenture argues for it, is an outstanding vision. But accomplishing this data and insight nirvana will be anything but easy.

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Supply Analytics Will Become Routine, Predictive: Accenture

- July 31, 2015 8:13 AM | Categories: Analytics, Supply Management, Technology

network You won’t get any debate from us that supply analytics must form a key basis of future procurement technology investment. But whether supply analytics, as Accenture defines it in its recent report, Procurement’s Next Frontier – The Future Will Give Rise to an Organization of One, becomes as routine as the authors argue is open to debate. A lot will have to happen to make this vision a reality. What Accenture describes is complicated and daring. It’s also going to prove, perhaps, the most challenging tech vision suggested in the paper to realize.

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Spend Matters Analysis: Accenture’s “Virtual Company Mall”

Accenture analysis In Accenture’s most recent study on procurement, Procurement’s Next Frontier – The Future Will Give Rise to an Organization of One, the authors suggest the “virtual company mall” will provide the wrapper for the core of a firm’s shopping and tactical buying experience – i.e., how frontline users – and perhaps even procurement – shop for and purchase goods and services. It’s a clever thought to suggest that a single toolset – or more likely a single interface for users – will form the basis of a shopping system. It’s also clever to call it a mall, since within a mall, much like the future buying system the authors describe, there can be different branches or anchor stores as well as all of the individual merchants in smaller spaces that sell their wares. Yet for this analogy to work, a lot of elements need to come together.

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E-Invoicing Discovery Questions: Where to Begin

- July 29, 2015 8:07 AM | Categories: Finance, Invoicing, Technology

Question Mark in Money Putting in place an electronic invoicing program requires more than putting in place an e-invoicing system. Business drivers, supplier development programs, internal responsibilities, as-is/expected processes and process change and a range of other internal and external factors outside e-invoicing technology itself all should factor in the discovery process to create a set of requirements and needs specifications. In the Spend Matters paper Understanding How E-Invoicing Fits, I explore a list of questions that procurement and accounts payable (A/P) organizations should answer as a first step. Organizations interested in these types of questions will find the research brief, available temporarily for free download, quite valuable both in defining an optimal program and also in explaining to peers how e-invoicing fits with procurement, A/P, treasury, supply chain and related technologies and programs.

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Accenture and the Future of Procurement Technology: The Virtual Company Mall

Virtual company mall In Accenture’s daring report, Procurement’s Next Frontier – The Future Will Give Rise to an Organization of One, the authors spend a bit of time exploring the future of procurement technology. In fact, they suggest 5 areas that are likely to augment or replace today’s current tech investments. One of these technology areas Accenture describes as “the virtual company mall.” In Accenture’s words, the virtual mall will comprise a cloud-based set of pre-approved private and public “shops” from which internal customers can select goods and services, supported with business logic that guides their purchasing based on policies, preferred suppliers and contracts. But what will it take to for this virtual supplier mall to become a reality?

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Coupa Buys TripScanner – Extending Open Procurement Model To Travel

- July 23, 2015 6:12 AM | Categories: Industry News, M&A, Solution Providers, Technology

airport On July 20, the iconoclastic solutions provider Coupa announced it is acquiring TripScanner for an undisclosed amount. Like Coupa, TripScanner is built on an open network principle, except it is focused on business travel. Owing to its small size, TripScanner has not had any prior coverage on Spend Matters. But from what I have read about the company, its business concept appears similar to that of the travel portion of industry-leading travel and expense management provider Concur. Now part of SAP’s cloud portfolio, Concur’s approach lets travelers – in a user-friendly fashion – address their travel needs first and sort out policy consequences afterward. It’s a “spend-visibility-above-all” approach that aligns well with Coupa’s procure-to-pay (P2P) philosophy. Read on to find out how else TripScanner will bring value the Coupa's suite.

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The Difference Between Online Freelancer Marketplaces and Freelancer Management Systems

hands holding jigsaw As a recent McKinsey report convincingly documented, the world has entered a digital age in which work arrangements are becoming increasingly intermediated by information and communications technology. Long gone are the days of newspaper ads and faxing resumes. Even job boards, which allowed forlorn hirers and workers to find one another through digitized resumes and keyword searches, are starting to seem like columbaria. Today hundreds of online platforms support 100% technology-enabled, end-to-end work arrangements – effectively source-to-pay solutions. These new technology-enabled ways of arranging work have created enormous new opportunities, McKinsey suggests. But they also bring new problems. I have noted over the past several months pervasive confusion in the usage of 2 terms that really mean 2 different things: online freelancer marketplace (OFM) and freelancer management system (FMS). The differences are important, so I’d like to set the record straight.

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Supply Chain Risk Management to Save You Millions

Risk Management Shows Identifying, Evaluating And Treating Risks There’s no shame in taking a page from the book of the tried and true. If imitation is the sincerest form of flattery then it certainly helps if that imitation also translates to hard savings. Take for instance the recent case study we completed with AGCO on its supply chain risk management solution. It worked and we’re here to give you all the details: A Case Study in Global Supply Chain Risk Management: How AGCO Implemented an SCRM Solution to Save Millions by Thomas Kase, vice president of research for Spend Matters, is now available for FREE download. Get your copy today!

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Freelancer Management Systems: The Origin and Destiny of a Species

man2 The concept of an FMS is quite new. It’s hard to find any evidence of this term or the concept designated by it prior to the end of 2013. Over the first 3 quarters of 2014, a number of technology providers pushed FMS into the marketplace, and by fall the analyst community had picked it up as a hot topic. This article traces the origins of freelance management systems over their brief history and reviews the concept behind them, as well as touches on the possible destinies of FMS and the emergence of competitors in a more expansive digital ecosystem, now developing to support direct engagement between increasingly talent-strapped enterprise business users and the growing population of independent workers.

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More Competition for Box Means More Leverage, Discounts for Buyers

- July 15, 2015 2:16 PM | Categories: Guest Post, Solution Providers, Technology

Spend Matters welcomes this guest article by Jeff Muscarella, partner, IT and telecommunications at NPI. There are numerous content-sharing services available to users these days, but only a handful meet the demands of the enterprise sector. One of those is Box, which has grown to be one of the most secure, enterprise-friendly content platforms in the industry. While many of its competitors focus on content sharing, Box aims to be an enterprise platform that sits at the very heart of IT – not so different than what Salesforce.com has accomplished with its Force.com platform. But, Box’s ambitions to be a platform play can muddy the sourcing process. Here are 3 tips to prevent overspending during the Box sourcing and renewal event...

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Responding to Questions About SaaP: Legal Issues

contract I love to receive comments and questions here at Spend Matters, and I was delighted recently to receive some excellent ones on my article “IQNavigator and iTeam Partnership Bringing Service-as-a-Product to a Business.” Following up on my response to the second of 3 questions about service-as-a-product (SaaP), today I wrap up this series by examining what the growing legal issues with contractors being reclassified as employees means for SaaP. The theory behind this question is that businesses might be inclined to use SaaP models instead of directly engaging specific independent workers to perform work that results in an equivalent service output, because with SaaP they are shielded from misclassification risk. In fact, with SaaP, client businesses enter into a service contract with the SaaP platform business, which is the entity that engages the contingent or independent workers.

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Responding to Questions About SaaP: Which Categories are Next?

workers I love to receive comments and questions here at Spend Matters, and I was delighted recently to receive some excellent ones on my article “IQNavigator and iTeam Partnership Bringing Service-as-a-Product to a Business.” Following up on my response to the first of 3 questions about service-as-a-product, today I tackle the implications for categories. While it is difficult to predict which categories will be productized next, one could think through what kinds of categories could be addressed with a SaaP model. It might be hard to predict exactly what comes next, but one might get a better idea of what could be possible.

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