On Adoption tools, processes, concepts and Tricks…

by John Ryan Shaw

“If I have a penny and you have a penny, and we share pennies, we each have one penny. But if you have an idea, and I have an idea, and we share, then we each have two ideas” - Unknown

How to Make a Bigger Impact in 2014 - Part 3: Sharing Your Successes (the right way)

Authored by Mickey North Rizza

In our last two blog posts (part 1 | part 2) we outlined the changes that procurement needs to make in 2014 to make a bigger business impact. So now you've followed all of our instructions and you’re seeing amazing results, what’s next?

How to Make a Bigger Impact in 2014 - Part 2: The New Necessities for Procurement

Authored by Mickey North Rizza

In my previous blog post, I talked about the challenges of delivering impactful cost savings these days. In this post I’d like to explore two areas of procurement that deserve more attention in 2014, and have been proven to reap enormous benefits.

How to Make a Bigger Impact in 2014 – Part 1: Why Procurement Needs to do More than Cost Savings

Authored by Mickey North Rizza

What is your procurement team capable of? When I ask this to my clients many of them find it surprisingly hard to answer. The truth is that we all get so caught up in our day-to-day responsibilities, that we don’t take the time to think about room for improvement or new responsibilities that we could take on.

Tapping into the Spend Opportunity: Category Management Best Practices (Part 2)

Read part 1 here

Resources focused on spend visibility are typically focused on categories, with specific knowledge on particular categories that are the differentiators on category appraisal. For instance, transportation management may require lane visibility, TL (truckload) and LTL (less-than-truckload) knowledge, and carrier restrictions. All of these are part and parcel of a complete category management plan.

Tapping into the Spend Opportunity: What is it? (Part 1)

What is your spend opportunity?  When you take into account that supplier spend can represent from 40-80% of revenue (dependent upon industry and organisation), and that indirect spend is a large portion of supplier spend (at least 55% for non-manufacturing companies and as high as 50% for manufacturing organisations), the opportunity for Strategic Sourcing Centres of Excellence to capitalise on all types of spend is extreme.  And for those looking for quick win, a laser focus on only indirect spend can bring vast rewards.

What is Sustainable Procurement? (Part 2)

Authored by Fayaz Haq

Read part 1 here

Sustainable Procurement will help deliver optimum value for money, for example by reducing consumption and waste, by doing more with less, by reducing environmental impacts (e.g. using environmentally friendly goods and services), delivering additional social benefits (e.g.  supporting training and employment opportunities) and supporting economic growth.