As discussed in Part 1 of this blog series, companies strive to maintain margins and maximize cash flows by managing the variables over which they exercise control. Efforts from the Procurement team focus on maintaining competitive bidding for the material and service inputs needed in the production and delivery of goods or services to market. Once suppliers are identified and contracted by the buyer, a balancing act occurs to negotiate favorable payment terms and/or capture discounts and rebates. In return for these concessions, the buyer can now offer options to facilitate expedited payments utilizing technologies that offer processing efficiencies. As with all trading relationships, the underlying dynamics are needed for both the buyer and supplier to manage counterparty risk, remain competitive, and maintain individual profitability.
Even if you do not play video games, chances are you’ve heard of Mario Kart. The goal of this game is to finish the race first, or in the least amount of time, while avoiding shells and banana peels, which make you lose control. A Source-to-Pay (S2P) deployment is very similar – the goal is to implement the right tool as quickly as possible while avoiding major pitfalls. So, before you jump into your S2P deployment “Kart,” here are some shells and banana peels to avoid.
CLEVELAND, March 14, 2019 /PRNewswire/-- Nitor , a leading transformation services firm, has been awarded the contract by the State of Maryland for a new statewide e-procurement system, eMaryland Marketplace Advantage (eMMA).
“With the addition of this e-procurement system, Maryland is taking a significant step forward in the way we do business,” said Governor Hogan.
Companies striving to maximize cash flows can find themselves in the middle of a constant and difficult balancing act: How to maintain profitability given the downward pressure on costs while being more efficient with working capital. The immediate reaction from buyers is to press for payment terms extensions or negotiate payment discounts while somehow maintaining cordial relationships with their strategic supply base. Suppliers are torn between the need to be paid sooner and reducing trade credit exposure while still providing quality goods and services to their valuable customers. Underlying these dynamics is the need for both the buyer and seller to remain competitive versus peers while maintaining individual profitability.
Abraham Lincoln is quoted as saying, “We can complain because rose bushes have thorns, or rejoice because thorn bushes have roses.” Change Management – much like gardening – is about approach and strategic planning for sustained growth and perennial success. Today’s top organizations large and small alike share the trailblazing characteristics of embracing change to improve processes, implement new technologies, and maximize resource performance. Nitor’s Change Management “horticulture” is rooted in the four-pronged organic engagement of Assessment, Communications, Development, and Alignment. This blended science of organizational change implementation not only captures the transitional journey from current to future state but also builds the framework to sustain continual growth post deployment.
Topics: change managment
Everyone likes finding hidden money lying around the house. A $20 bill in last year's coat pocket, a $5 bill in the center console of your car, or even the loose change under your couch cushion is always a nice surprise. And what's the first thing you think of when coming across "found" money like that? If you're anything like me, you think of what you can buy. Because let's be honest, "found" money is "free" money.
Just like people, Procurement organizations are at different points on their continuous improvement journey. People rely on friends, classes, self-help books, mentors, and family to help them identify opportunities for growth and improvement. Where would a Procurement organization go to help them identify opportunities and actions required to continue on their journey?
Some companies use industry benchmarks and roundtables, or work with peers at other companies to see how they compare. But what does that really provide? A couple of data points that tell them they could be better. That probably isn’t breaking news if the questions are already being asked and it certainly doesn’t provide an actionable roadmap to sustainability.
Pack your bags! We’re traveling abroad! A global change initiative is a monumental and transformative undertaking for organizations with cross border trajectories. There may be layovers, several modes of transportation, or even a change in carrier before we arrive at our final destination. Upon arrival, we need to determine where to spend our time to get the best return on investment, which souvenirs to pick up, and which to leave behind to successfully clear customs.
December is almost here…the critical planning season. Organizations are budget planning and goal setting for 2019.
Typically, this is when leadership starts to challenge Procurement for savings targets, value forecasts and projects for inclusion in budget and resource planning.
This is the third in a series of three blogs focused on how to develop and implement an effective working capital optimization initiative. Our last blog concluded with options for achieving internal alignment within procurement, finance, and treasury, with the goal of optimizing working capital. Here, we’ll look at the importance of change management.