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.
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 : SmartProcurement.co.za - 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.
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. Il y a une logique économique qui pervertit bien des projets menés au forfait.
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.
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. Managers hiérarchiques et transversaux : coopérez ! Raising procurement’s self-esteem. 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.
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?
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. 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.
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. A new philosophy. Collaboration and streamlined policies are helping HR and procurement to improve services at Westminster City Council.
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. 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.
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. But even as social in the enterprise grows, far too many sourcing professionals seem content to sit on the sidelines-letting individual social technology adoption grow organically within the company, showing minimal regard for long-term sourcing considerations. 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.
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 affirmait récemment Bryan Walsh dans TIME Magazine qui consacrait la Consommation Collaborative comme l’une des dix idées amenées à changer le monde. L’économie du partage se propage : du transport aux voyages en passant par l’alimentation, le financement de projets et la distribution, tous les secteurs ou presque voient cette nouvelle économie émerger. Geckonaute. FredCavazza.net. 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. 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. 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. Relationship management is not limited to effective communications or an exchange of friendly messages every once in a while. Supplier relation management includes each and everything from streamlining the entire process to accountability. Speaking of supplier segmentation, some businesses might make the mistake of overlooking the need of segmenting different suppliers according to their importance and role in your own business.
For them, all suppliers are the same, and they’ll treat and manage the low-level commodities supplier the same as a vital supplier providing some key materials, or merchandise for the business, not realizing the fact that a messed up relation with some small commodity supplier might not hurt your business.