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Ivalua Blog [ivory-search] Weathering Future Disruptions: 8 Steps to Building SupplyChain Resilience February 8, 2023 | | Manufacturing by Doug Keeley In the face of an unprecedented global crisis, Procurement stepped up to become a crucial driving force for business continuity. Work to achieve 100% supplychain visibility.
From this discussion, we compiled a list of 8 critical supplychainmanagement activities that to improve, build, and maintain supplychain resilience now and in the years to come. But building an agile, resilient supplychain doesn’t happen overnight; it requires forethought and planning.
They discussed the impact of the Covid-19 pandemic on Procurement and came up with this list of 8 critical supplychainmanagement activities that can help Procurement teams build and maintain supplychain resilience now and in the years to come. Focus on digital transformation and adopt procurement technology.
It aims to ensure that the goods and services that the business needs are delivered on time and purchased within the budget. Procurement Strategy This key element of strategic procurement is a long-term plan that ensures purchased goods and services from suppliers at the agreed terms, quality, and delivery time are cost-effective.
In many industries, procurement is responsible for managing significant budgets which means it holds a key lever for business performance. Procurement teams now include specialists such as categorymanagers with deep market knowledge who drive sourcing events and significantly impact the companys bottom line.
Sebastian Chua started his procurement journey with Hewlett Packard/Agilent Technologies as their country manager for Singapore, India, Thailand, and the Philippines before he took on the job as the regional procurement manager. . Trillion budget. . 10 Popular Procurement Experts Today. Sebastian Chua. Rajeev Karmacharya.
Complete Source to Pay cycle and Strategic Sourcing Guide An optimized Source-to-Pay (S2P) process helps businesses enhance procurement efficiency, reducecosts, and improve supplier collaboration. It includes sourcing and supplier management, contract management, and procure-to-pay (P2P) functions.
By selecting and developing the right suppliers and establishing streamlined, transparent communication with them, manufacturers gain the agility and resilience to respond to customer demands, rise to the top, and navigate disruptions more easily. That makes agility a foundational part of your manufacturing strategy.
It can also help drive sustainability initiatives in your supplychain and procurement process. . The Closed Loop Spend Management. Innovation – These are new ways for businesses to become agile and resilient through digital accelerators, automation, variable cost structures, and talent acquisition for the future. .
JAGGAER characterizes the steps in this process as Spend Management, CategoryManagement, Sourcing , and Contracts. Secondly come eProcurement, SupplyChain Collaboration, Invoicing, and Payments. Digitalization also fosters greater agility in supplier management.
I am sure you are comfortable being flexible and agile when buying something different, or sourcing from an alternative more sustainable supplier. The good news is there is already a well-proven approach that can help – categorymanagement. Even with a c-suite sponsor, a mandate and a budget.
Introduction In the dynamic world of business, the ability to effectively manage and optimize supplychains has emerged as a critical success factor. At the heart of this revolution lies a powerful tool that many companies are now leveraging to achieve competitive advantage: Managed Procurement Services.
So while this year’s report places a lot of emphasis on operating model set-up and talent management, we wish to highlight the ‘Digitization’ section because Procurement has a clear imperative to build agility and resilience into supplychains. Categorymanagement is the core engine for scaling processes.
The process of strategic sourcing starts with spends analysis and categorymanagement, which identifies, consolidates and standardises information from a wide range of data sources. Categorymanagement has been the only credible procurement strategy since the late 1990s, and that may be about to change. According to A.T.
Most experienced Procurement Managers don’t enjoy performing administrative tasks and firefighting operational issues. And yet, poor operational efficiency in Procurement means that the typical CategoryManager often spends at least a THIRD of their time performing “busy work” This is not an effective or efficient use of their time.
What makes FIFO (First-In, First-Out) such a vital strategy for inventory management in Purchasing and Procurement? In the fast-paced and ever-changing world of supplychains, FIFO stands out as a simple yet transformative approach. FIFO enables leaner operations, reducescosts, and ensures accurate inventory valuation.
Most experienced Procurement Managers don’t enjoy performing administrative tasks and firefighting operational issues. And yet, poor operational efficiency in Procurement means that the typical CategoryManager often spends at least a THIRD of their time performing “busy work” This is not an effective or efficient use of their time.
This results in better negotiation outcomes, improved quality, reducedcosts, and enhanced overall value delivery. Procurement teams equipped with risk management tools can ensure business continuity and minimize potential negative impacts.
It aims to make the procurement process more efficient, transparent, and cost-effective. It can help organisations reducecosts, optimise supplier relationships and increase compliance. It has become an essential tool for companies in today’s digital world to save time and reducecosts.
How strategic sourcing, costmanagement, and cost avoidance strategies can be applied to indirect spend. Best Practices & Tips CategoryManagement Procurement. Marketing category spend may include things like: Market research and benchmarking. Download Free Copy. Written by. Rob Biedron. 15 min read.
Organizations are now expected to not only managecost but also to ensure supplychain resilience, mitigate risks, and contribute to strategic objectives. CategoryManagement – Categorymanagement is a strategic approach that treats each category of spend as a separate business unit.
And what if they were prepared to fight for it, instead of rolling over at the first sign of a budget cut? Very process-oriented and not agile or malleable at all. And let’s face it, most category strategies are a box-ticking exercise. When that happens, inevitably these category strategies rarely see the light of day.
It’s all the things you would expect in terms of robust Sourcing, SRM and categorymanagement across our supplychain, working closely with our business stakeholders and achieving excellent year-on-year results against an ever-increasing set of challenging KPIs. There’s just so much to go after!
It’s all the things you would expect in terms of robust Sourcing, SRM and categorymanagement across our supplychain, working closely with our business stakeholders and achieving excellent year-on-year results against an ever-increasing set of challenging KPIs. There’s just so much to go after!
Subscribe to SupplyChain Game Changer. Too often companies will underestimate the leadership and experience needed to lead and manage a successful Procurement Transformation. They will hire an inexperienced and inexpensive resource, within their budget to lead the Procurement Transformation. Subscribe Here! Infographic).
Very few CEOs come from Procurement or SupplyChain. SupplyChain should become one of the top agenda items on board level meetings. There should be less focus on categorymanagement and more focus on the top level relationships with the company’s largest and most important suppliers.
Well be sharing the three key best practices you need to focus on now; how to protect your margins whilst maintaining supplier trust; leveraging AI to mitigate tariff impact; and how to turn your procurement function from cost center to competitive advantage. And thats key. Diversification is the name of the game. You need to know your risk.
As Procurement moves away from being an administrative function that reactively delivers cost savings, the personnel leading it needs a makeover too. We’re gradually evolving into being the fulcrum of an organisation’s supplychain who strategically manages and controls supplier relationships. It’s not always our fault.
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