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The Biggest Benefit of On-Demand Talent Is Growth, Not Cost Containment

By now, most procurement leaders have heard about the high-end gig economy—and how freelance knowledge workers can help them steer complex, strategic initiatives on a project basis. The companies that have grown up to serve this new ecosystem, Business Talent Group included, often point to things like cost-efficiency when making a case for on-demand talent. Freelance knowledge workers carry the pedigree of top consulting firms without the overhead, goes this argument. It stands to reason they can take on the same work for substantially less money. But the biggest benefit to on-demand talent isn’t cost containment, in my view. It’s capturing scarce talent, moving more nimbly, and positioning your company for growth in fast-changing markets.

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Driving Sustainability and Compliance (Part 3): Managing Multi-Tier Risk and Opportunity

sustainability

This post is the last in a three-part series. Click here to read part 1 and part 2.

The process of launching IntegrityNext gave our team an amazing opportunity to connect with supply chain sustainability and compliance managers worldwide. We heard about challenges and targets as well as priorities for today and concerns about tomorrow. Regardless of industry or company size, professionals have immediately engaged, driven by their desire to improve the working and living conditions of supplier organizations and the communities they are based in. One of the questions that we heard most often was about multi-tier supplier sustainability and compliance: what does this mean and why is it important?

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Driving Sustainability and Compliance (Part 1): Disrupting the Paradigm of the ‘Empty App’

As Pierre Mitchell pointed out in an article earlier this year, the vast majority of procurement technology is focused on the capture and containment of information. Supplier information. Product specifications and prices. Spend and transaction details. These are critical categories of information, but they don’t create value or achieve business objectives on their own. For that, procurement needs something more contextualized to its own company’s situation and designed to motivate action.

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Calculating Current Procurement Costs and Potential Savings to Make a Case for Automation

AnyData Solutions

Making a case for automation can seem like a daunting task. Procurement professionals must find clear, compelling ways to communicate the potential savings and benefits of P2P automation to their organization’s decision-makers. In a conversation with PayStream Advisors, Paramount WorkPlace CEO Salim Khalife explained that the first step organizations should take when considering automation is “to make sure that their house is in order” by ensuring internal adoption and management buy-in — but how can this be done?

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SRM Unplugged: Expert Answers to 8 Burning Questions

Leading procurement organizations today know that investing in supplier relationship management pays real dividends for the enterprise. But knowing a practice is beneficial and knowing how to implement it are entirely different things. To help take SRM from theory to practice, we teamed up with David Atkinson, distinguished procurement leader and Managing Director, Four Pillars Consulting, who answered these top real-world questions on SRM during a recent webinar: “Supplier Relationship and Value Management: The Five Programme Killers and How to Overcome Them.”

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E-Procurement Simplifies the P2P Process, but What About the Vendors?

Companies around the world are implementing e-procurement software to simplify the procure-to-pay (P2P) process, ultimately changing the way companies purchase, sell and transact with one another. A critical component in the successful implementation and adoption of e-procurement technology for a buying organization falls to the role of their suppliers. According to the Supplier Network 2012 study by Aberdeen group, the top pressure for buying organizations is to enable more B2B e-commerce with their suppliers and this still holds true.

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The Next Procurement Frontier? Reconciling Speed and Compliance

As the pace of business continues to accelerate, procurement has been recognized, and rightly so, as a fundamental business enabler and strategic function. Now it’s time for the next step. The priority of achieving sustainable cost reduction and reducing risk has met a new role: enabling agility. Considering the current hyper-competitive and fluctuating state of global business, the question procurement should be looking to answer is, How do you move fast while also remaining compliant?

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Rethinking the MSP Model: From Sourcing to Success

Spend Matters welcomes this sponsored article from Michael Werblun, chief executive at ZeroChaos.

MSPs have evolved as client expectations, industry advancements, technology innovations and new sourcing channels are changing the way organizations do business.

Traditionally, MSPs were narrowly defined due to the type of work that was outsourced. At that time, organizations had very distinct criteria on which they measured providers. It was all about managing hourly labor, sourcing talent, and performance. Fast-forward to today’s landscape – after nearly two decades into formal contingent workforce management (CWM) programs and MSPs – and it’s clear that the contingent workforce has changed, and resources are different and more readily available than they were in the past.

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12-Step Program for Implementing an Effective E-Procurement Strategy

Spend Matters welcomes this sponsored article from Paulie Anthony, director of marketing at Aquiire.

The cost of indirect spend can add up quickly. However, studies have shown that for a typical company, a 5% reduction in purchasing cost can improve the bottom line as much as a 30% increase in sales. But CPOs and other purchasing leaders face a tough battle to secure a budget for investing in vital e-procurement software unless they can show a strong proof of impact and a measurable ROI.

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How B2B Integration Supports Digital Transformation Initiatives

digital business transformation

Spend Matters welcomes this sponsored article from Mark Morley, director of strategic product marketing at OpenText.

Successfully deploying a B2B integration strategy across a supply chain is key to driving improved performance and competitiveness in the market. There are many different ways, however, to deploy a B2B integration strategy. Quite often, the right choice is dependent on the budget, resources and the on-premises, cloud or hybrid approach that can be used.

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SOW Best Practices: The Three Pillars Model

Spend Matters welcomes this sponsored article from Michael Matherly, who leads the SOW practice for Geometric Results, the world’s largest independent, conflict-free MSP solutions provider.

To conclude our series on how to get to best practices with SOW (read the prior posts here and here), we look at how to implement and sustain them once they have been determined. The Three Pillars Model offers an effective strategy.

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Disruptive Technologies Are Driving New Supply Chain Transformation Initiatives

Spend Matters welcomes this sponsored article from Mark Morley, director of strategic product marketing at OpenText.

Over the past decade, CIOs around the world have been mainly focused on deploying complex IT projects such as ERP and CRM environments. These projects have high visibility with corporate boards as they are high budget, high in resource requirements and high in expectations.

Things have changed considerably today, as CIOs wrestle with new types of networks; new disruptive technologies such as wearable devices, 3D printers, advanced robotics, drone based services and the Internet of Things (IoT); and new types of structured and unstructured information coming off of these devices. The digital world is certainly becoming more complex.