EDITOR’S NOTE: A few days ago, SPICE Technology Group’s Neel Sharma wrote a post on LinkedIn titled “Vendor Item Data, New Item Setup Process and the Impact on Procure-to-Pay.” Check it out using the link above – it is an interesting read.
As usual, articles like the one above bring back memories of real-world examples that I use to create context and, hopefully, greater understanding. I am sharing one such story with you today.
This may be an oversimplified perspective, Neel. Still, reading your post, I was reminded of the parent-child SKU issues that complicated the delivery of needed components to support the Department of National Defence’s IT infrastructure.
For all components, there were multiple numbers for the same part – a service number, a warehouse number, a reseller number, and sometimes a fourth from frontline suppliers. It created a great deal of confusion regarding part ordering – made worse because descriptions were rarely the same.
Late on a Friday afternoon, one of the bases called in a panic, indicating that a $10K server tape backup unit was finished and they needed a replacement by the next day. It would be almost $20K in today’s dollars, not including rush “weekend” shipping.
Because I had started my parts compression function (data cleansing today), I could tell them they had three good units in their local warehouse.
From that point on, there was an increased commitment on the part of bases to establish and create a workable data governance model.
Do you have a case study like the one above to share? Please do so in the comment section below or on Neel’s post directly.
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Procurement Insights
Are You A Victim of Data Delinquency?
Posted on November 22, 2023
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EDITOR’S NOTE: A few days ago, SPICE Technology Group’s Neel Sharma wrote a post on LinkedIn titled “Vendor Item Data, New Item Setup Process and the Impact on Procure-to-Pay.” Check it out using the link above – it is an interesting read.
As usual, articles like the one above bring back memories of real-world examples that I use to create context and, hopefully, greater understanding. I am sharing one such story with you today.
This may be an oversimplified perspective, Neel. Still, reading your post, I was reminded of the parent-child SKU issues that complicated the delivery of needed components to support the Department of National Defence’s IT infrastructure.
For all components, there were multiple numbers for the same part – a service number, a warehouse number, a reseller number, and sometimes a fourth from frontline suppliers. It created a great deal of confusion regarding part ordering – made worse because descriptions were rarely the same.
Late on a Friday afternoon, one of the bases called in a panic, indicating that a $10K server tape backup unit was finished and they needed a replacement by the next day. It would be almost $20K in today’s dollars, not including rush “weekend” shipping.
Because I had started my parts compression function (data cleansing today), I could tell them they had three good units in their local warehouse.
From that point on, there was an increased commitment on the part of bases to establish and create a workable data governance model.
Do you have a case study like the one above to share? Please do so in the comment section below or on Neel’s post directly.
30
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