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Advancing Sourcing Technologies: Five Product Reasons to Go Beyond Basic Sourcing/Reverse Auctions. Back in October, I recorded a podcast with Next Level Purchasing’s Charles Dominick covering advanced sourcing tools.

Advancing Sourcing Technologies: Five Product Reasons to Go Beyond Basic Sourcing/Reverse Auctions

The interview was loosely based on one of our recent Spend Matters Compass reports: Advanced Sourcing Technologies and Platforms to Broaden a Portfolio. In his post, Charles summarizes the five categories of advanced sourcing tools we are seeing companies deploy with greater frequency. We classify these tools into the following general areas: sourcing optimization, commodity management, savings tracking & forecasting, direct materials supplier collaboration and total cost modeling. In looking at these areas, similarly to e-sourcing previously, many of these separate categories of solutions — few (if any) vendors that offer strong capability in one of these areas can present a similarly robust solution in the others — are in the process of replacing Microsoft Excel as a preferred means of analysis, process and collaboration.

Spend Matters. Procurement Blog - Procurement Leaders Blog. Supplier Opinion Surveys 3: A component of supplier relationship management : - FREE on-line newsletter for purchasing and supply management professionals. Introduction "Organisations are increasingly realising the impact that suppliers have on their organisation and that total service quality not only applies to servicing the customer but also to the supplier as an integral part of the total value chain", Andrew Hillman, Managing Director of Bespoke Sourcing Solutions, told SmartProcurement.

Supplier Opinion Surveys 3: A component of supplier relationship management : - FREE on-line newsletter for purchasing and supply management professionals

Managing supplier satisfaction levels is thus essential to the future success of an organisation, which implies that supplier perceptions regarding organisational image, relationship building and processes are understood. To evaluate and understand the condition of an organisation's relationship with its suppliers, their needs and the degree of success achieved in integrating suppliers into the total customer satisfaction philosophy, a supplier opinion survey should be employed as a pre-eminent management tool. Prix et valeur de la collaboration dans le travail. Coopération, management et technologies » coopération. Ce billet est le premier d’une série sur la théorie de la coopération, dans lesquels nous reviendrons notamment sur les travaux de Robert Axelrod.

Coopération, management et technologies » coopération

Entre autres réalisations, Robert Axelrod est l’auteur de l’ouvrage The evolution of cooperation, publié en français sous le titre attrayant, provocateur mais réducteur “Comment réussir dans un monde d’égoïstes ?” Vous trouverez dans le centre de ressources un résumé et commentaire de ce livre par François Audiat. Le livre passe en revue différentes stratégies d’interaction entre les membres d’un groupe. Parmi ces stratégies, il y a le modèle dit “donnant – donnant”. Managers hiérarchiques et transversaux : coopérez ! Raising procurement’s self-esteem. First impressions Procurement professionals are indoctrinated into the profession with messages such as “you have to take the internal customer along with you”, “you have to persuade them” and “you have to get their buy-in first”.

Raising procurement’s self-esteem

But what if internal customers are wrong? Support mentality Procurement frequently defines itself as a “support function” whose status is derived by the amount of money it spends and the amount it saves. Is the Facebook generation the key to procurement’s future? As the owner of a website, blog, LinkedIn group and a novice Twitter user, I am no stranger to social media, but certainly no expert.

Is the Facebook generation the key to procurement’s future?

It is clear through listening across the blogosphere, however, that social media is coming to procurement – ready or not. A waste of collaborative buying expertise. Why, when government is touting centralisation as the answer to all its spending ills, is it disbanding collaborative buying groups?

A waste of collaborative buying expertise

Firebuy has gone. The UK’s nine Regional Improvement and Efficiency Partnerships (RIEPs) are on the way out. At least one NHS joint buying hub has already been given the chop. And other such bodies, such as the National Policing Improvement Agency (NPIA), are under review. Thinking outside the inbox. According to French IT firm Atos Origin, the tired old email is on its way out of business and set to be replaced by a younger, funkier way of communicating.

Thinking outside the inbox

Aka: social media. Speaking at an innovation conference yesterday, Atos Origin CEO Thierry Breton announced that it aims to become a zero e-mail company within three years. The rationale for the move is that email takes up too much time and effort in the workplace, whereas social media doesn’t. Now, okay, Atos Origin is an IT company, and as such it may well be planning on releasing a social media-based alternative to email. And in the meantime it’s already working on an alternative to emails sent internally between colleagues. Information overload – the facts: Atos Origin: By 2013, more than half of all new digital content will be the result of updates to, and editing of existing information. A new philosophy. Collaboration and streamlined policies are helping HR and procurement to improve services at Westminster City Council.

A new philosophy

The UK government spends more than £220 billion on goods and services and £170 billion on salaries, which means HR and procurement are responsible for at least £2 in every £4 the government spends. So there is an high expectation that monies of this magnitude are managed exceptionally well. Yet in spite of the determination of many leading professionals in both HR and procurement, pitfalls and snares that absorb and neutralise change drag both of us down.

We can blame institutional complexity, a joint failure to standardise specifications or a silo mentality, but the single greatest cause is our failure to develop collaborative working models. And this is because HR and procurement lack an understanding of the benefits of a strategic approach to procuring goods and engaging staff. How Sourcing Pros Can Improve Social Technology Plans. Opinion By Chris Andrews October 19, 2010 09:36 AM ET CIO - It's no surprise that enterprise use of social technologies continues to grow rapidly.

How Sourcing Pros Can Improve Social Technology Plans

In fact, Recent Forrester data confirms what many business professionals already suspect: 32 percent of organization are now supporting social networking sites, and 28 percent of enterprise IT decision-makers use collaboration platforms for Web 2.0 functionality. Partage, P2P… bienvenue dans l’économie collaborative! Boostés par les outils web et la crise, la consommation collaborative émerge comme une véritable alternative à une société propriétaire.

Partage, P2P… bienvenue dans l’économie collaborative!

De la voiture partagée au booksurfing, Antonin Léonard dissèque les nouvelles tendances. Un jour, nous regarderons le XXe siècle et nous nous demanderons pourquoi nous possédions autant de choses. Geckonaute. De l’apport du social dans l’évolution de votre S.I. Le système d’information est une composante essentielle de l’entreprise. Une entreprise sans S.I. est une entreprise qui tourne nécessairement au ralenti.

Un S.I. performant est synonyme de compétitivité pour une entreprise : De l’information qui circule plus vite, des connaissances mieux partagées et des données mieux exploitées. Ceci étant dit, nous pouvons relativiser cette vision en disant qu’un S.I. performant ne compensera jamais un modèle économique bancal ou des équipes de mauvaise volonté. De même, il existe un certain nombre de prérequis pour que le S.I. délivre tout son potentiel : Une adoption complète par les employés, une organisation adéquate, des budgets bien maitrisés… Il n’empêche que nous pouvons résumer l’impact du S.I. de cette façon : Un S.I. défaillant peut pénaliser la croissance et la rentabilité d’une entreprise alors qu’un S.I. performant peut l’aider à se développer plus vite.

La couche sociale de ce S.I. 2.0 servirait ici à relier : Les achats dans tous leurs états... Acheteur "à venir" Strategic Purchasing: The Nature of Strategic Purchasing - Part 3 - SCM - Supply Chain Resource Cooperative (SCRC) - North Carolina State University. Published on: Oct, 28, 2005 by: Rob Handfield (SCRC), Paul Cousins, Benn Lawson, and Ken Petersen PART 1: Introducing New Research on Relational RentsPART 2: Strategic Purchasing and Supply Management PracticesPART 3: The Nature of Strategic PurchasingPART 4: Supplier Relationship Performance OutcomesPART 5: Lessons for Purchasing Managers Figure 1 models the ramifications of adopting a strategic purchasing approach for a firm’s supply management practices. It illustrates how relationships between buyer and supplier must evolve in order to enjoy the benefits of a collaborative partnership. Each link in the model will be discussed in turn.

Long-term Strategic purchasing requires a proactive long-term approach to supplier relationship management. What is supplier segmentation and why is it important in supplier relation management. Supplier relation management is an integral part of supply chain management. Maintaining healthy working relations with your suppliers is as important, and require as much efforts, as sourcing a new supplier.