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In the July 2008Procurement Insights post Procurement considerations when dealing with a merger? (A There is more to e-procurement than software (Part 2) – see the link in the Web Resources Section. If it did, then 85% of all e-procurement and supplychain initiatives would not fail. FROM CANDY.
EDITOR’S NOTE: I am under embargo regarding the advanced copy I received from ZIP with their Procurement Predictions for 2025. I have gone through the Procurement Insights archive of 2,410 posts from 2007 to today to provide what I believe will be a unique context explaining the evolution of predictions over the past couple of decades.
However, Hansen’s deep process analysis is gaining traction among innovators seeking adaptive, AI-driven procurement. While Hansen’s models are not yet mainstream, they are critical for organizations targeting 25–35% higher ROI through agility and human-AI collaboration. These represent the fastest-growing segment.
It made me wonder if and how the C-Suite view of procurement has evolved over the past 14 years. Starting with the CFO, then the CIO, CEO, and The Board, here is the outline of changes in how top executives view procurement going forward in 2025. Analytics and insights from procurement data were minimal.
Supplychains are particularly vulnerable during recessions. Consequently, it is imperative to develop a recession-proof supplychain to make them more resilient and adaptable. A resilient supplychain is one that can absorb shocks and continue functioning with minimal disruption.
White Paper: Projected Adoption of Hansen Fit Technologies (2025–2075) Abstract This white paper outlines the projected adoption trajectories and anticipated impacts of Hansen’s Metaprise, agent-based automation, and strand commonality models in procurement and supplychains.
EDITOR’S NOTE: The following is a reprint of the March 25th, 2015 article The Impact Of An M&A On The Procurement Department This morning I read a post by Roz Usheroff regarding the just announced merger between Kraft and Heinz, and how an employee can both survive and thrive when an M&A occurs.
3 GEP 1999 Established in 1999, a pioneer in procurement software with 25+ years. 4 Zycus 1998 Founded in 1998, a veteran in cognitive procurement solutions. 7 ProPurchaser 2008 Started in 2008, newer but focused on negotiation tools. 9 Lytica 2015 Established in 2015, a newer player in supplychain analytics.
With a decade hallmarked so far by constant disruption, consumers are more aware of supplychain and how industry shortages , the gender gap in supplychain, and climate events impact their daily lives and local communities. A term that once only resonated with industry insiders is everywhere.
MUSING #1 In the age of information, it’s surprising that supplychain digital transformation isn’t as readily available as one would expect. – [link] MUSING #2 How agile is your sourcing program? Have you ever wondered why? Part 1 of 3) – [link] Are you chasing solutions or solving problems?
Subscribe to SupplyChain Game Changer. What SupplyChain Management problem does this solve? The biggest problem in the transitional supplychain is lack of open and trustworthy information availability across the supplychain caused by multiple issues – trust, technology and legacy practices being the top ones.
Or it may be an executive mandate driven by a leadership change or the arrival of an individual who understands the earnings contributions or growth that a well-run procurement organization can deliver to an enterprise. The financial meltdown of 2008 provided a further impulse. Resiliency and Agility is the Name of the Game.
There are a couple of quite interesting facts that prove Procurement to be the captain, guiding the journey to recovery post-crisis. In a case of history repeating, Procurement once again is the torch bearer for organisations looking forward to normalise cash flows, increase profitability and thus return to normalcy. Risk management.
As we’ve explored in our last two blog posts, economists are predicting a decline in global economic growth due to policy and trade issues both in the United States and the European Union , bringing an increased risk to supplychains and procurement organizations.
As the COVID-19 virus begins to subside in many parts of the world, supplychains are stabilizing. Procurement teams can lead the way in building a robust system into the future. This should serve as a wakeup call for procurement teams to take a look at the clauses in their contracts. Use an Agile Implementation Approach.
Subscribe to SupplyChain Game Changer. m/m in 2020 was taken way back in 2008 and it got ratified in 2016 in the 17th session of MEPC meeting. Reducing sulphur emissions by utilizing low sulphur fuel oils in shipping vessels will help reduce greenhouse gas emissions by at least 50% by 2050 compared to 2008 requirements.
Coming on top of a very difficult and complex existing situation, Covid-19 has put additional pressure on profitability and capital requirements in the banking sector in the European Union and Africa, with drops in revenue in the order of 35-45% and the lowest return on equity since the aftermath of the great crash of 2008.
Meanwhile, trade wars and rising tensions have led to what the Financial Times has described as a “great reshuffling” of global supplychains, with US FDI (foreign direct investment) in China falling from a peak of $20.9bn in 2008 to an 18-year low of $8.2bn in 2022. You need to trust who you are sourcing from.”
Politics also plays a huge part – secession in Texas became a hot topic after Obama’s 2008 win (why? What would it mean for supplychains? But Taiwanese voters chose to defy China by re-electing the independence-leaning Democratic Party led by Lai Ching-te. It’s also about money. Scary, isn’t it?
Combined, each article serves as an indication of what I had envisioned in the late 1990s and early 2000s, when the government’s Scientific Research & Experimental Development (SR&ED) program funded my “strand commonality” research and its impact on strategic procurement practices.
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