Retailers do you use or do you even have time to use punch-out software?

June 23rd, 2010

I guess big companies can use this type of software to order from suppliers they may not currently do business with but it does not mean you will be getting the best price possible for that product.

A Punch Out is a feature of e-procurement software applications that makes it possible for buyers to access suppliers Web sites from within the buyer’s solution provider’s procurement application. The buyer leaves their solution providers system and goes to an alternative supplier’s Web-based catalog to find and potentially order products. This is also a good way to conduct research and gather information. A vendor catalog that is enhanced for this process is known as a punch-out catalog.

This author has always felt that this is a good way to buy products that you currently buy from alternative sources, but it does not replace the possible price compression and other benefits of from taking these products through the normal e-RFX process.

Ask your solution provider their opinion on this process.

We look forward to and appreciate your comments.

Retailers, how do you source and select your construction site partners?

June 22nd, 2010

As retail construction starts increase it may be a good time to review how you source your construction sites and what certifications or tools your construction partners use to focus on construction site safety.

A great place to start is an organization called the The Construction Safety Council which was founded in 1989. Ask you conduction partners if they are a member.

The CSC is a non-for-profit organization dedicated to the advancement of safety and health interests in the field of construction throughout the world. It was chartered by a board of directors composed mostly of large construction company owners and operators whose vision and leadership made the organization possible. Since its humble beginnings in 1989, the organization has quickly grown to become a world class professional construction consortium with associations that span the globe. With an emphasis on quality and customer service, all of the construction safety and health resources and loss reduction tools developed by the Construction Safety Council have been designed to maximize positive impact on your safety program.

The SafeSourceIt™ Global Supplier Database has hundreds of construction companies that are held accountable to these types of standards. Are you asking all the right questions or is your solution provider?

We look forward to and appreciate your comments

Retailers we Dare you to Compare. We’ll run one event for you FOR FREE and if you don’t save a minimum of 15%.

June 21st, 2010

We read about fantastic savings results from e-procurement solution providers all of the time. We don’t think they beat us.

SafeSourcing has averaged over 30% savings for the entire time we have been in business across hundreds of millions in spend volume. This includes single event spends as small as $20K and as large event spends as large as hundreds of millions. You can rest assured that you can source all products and services with SafeSourcing regardless of how small or how large.
 
We believe there are very important reasons for these results. A few are as follows.

1. Our Event Template Library.
2. The SafeSourceIt™ Supplier Database with over 380,000 sources of supply.
3. Our customer services to assist buyers in building quality specifications quickly.
4. Event setup strategies that drive the best results.
5. Time to event.
6. Percentage of new suppliers per event.

So, here is the offer. Source any product or category regardless of the size of the spend and if you don’t save at least 15% THE EVENT IS FREE. Experience the difference for yourself in retail e-procurement leadership.

We look forward to and appreciate your comments

Retail Contract Leakage. Where does it come from and how can we stop it?

June 18th, 2010

Congratulations, you have used your e-procurement tools effectively and awarded the business to a new supplier. Now, how does your organization ensure that the award of business is implemented or delivered as awarded so that you indeed receive all of your savings?

This is probably the most difficult part of the entire procurement lifecycle. The first part is to understand your data and where it is kept, that includes understanding what constitutes contract leakage so that you know what you are looking at. Once you have the data needs to be looked at on a regular basis in order to insure leakage is not occurring. This should be at least monthly depending on contract language. Most contract management systems have alerts that can be triggered as frequently as required.

The following list although not all inclusive speaks too many of areas in which contract leakage can occur. This happens in all companies large and small. If you are aware of them, capture them and report on them there is a good possibility of controlling them.

1. Buying without a contract. 
2. Expensing something outside of a contract
3. Having multiple contracts in place:
4. Executing a new agreement when one is already in place
5. Paying a price different from the contract
6. Delivery variances
7. Quality specifications variances
8. Making payments at a prices different from the contract
9. Scope creep
10. Invoice discrepancies
11. Missed volume discounts  
12. Insurance discrepancies
13. Shipping discrepancies 
14. Expired contracts resulting in price uplift
15. Evergreening
16. Overtime Violations
17. Material discrepancies
18. Sub Contractor discrepancies

Don’t work hard to drive benefits from your procurement organization and then lose much of what you have gained to contract leakage. Ask your e-procurement solutions provider how they can help.

We look forward to and appreciate your comments.

Contract Management 101. “Is what you thought you said what I think I heard?”

June 17th, 2010

The lack of use of contract management systems creates a huge risk for retailers and that is before you even begin to try and understand the foreign language used in these documents.

Contract Management 101 is as much a foreign language as Spanish 101. Beyond storage and understanding the Meta data that will mitigate your risk relative to contract leakage, understanding the terminology in your contracts and how they are organized is a daunting task.

There are many law dictionaries available in hard cover and over the internet that can help, but remember just having one does not make understanding these documents any easier. Here is a list of many of the most popular.

1. Anderson’s Dictionary of Law (1893)
2. Bouvier’s Law Dictionary 1856 Edition
3. Criminal Justice Today Glossary
4. Criminology Today Glossary
5. Criminal Law Glossary
6. Canadian Bankruptcy Glossary
7. Divorce Law Dictionary
8. Duhaime’s Law Dictionary
9. Everybody’s Legal Glossary
10. Glossary of Commercial Fraud
11. International Law Glossary
12. INS Glossary of Immigration and Naturalization Law
13. Law Glossary
14. Merriam-Webster’s Law Dictionary
15. Legal Lexicon’s Lyceum
16. Merriam-Webster’s Law Dictionary
17. Oxford Law Dictionary Top of Form

Certainly one could argue that some of these might be eliminated for business use, and this author would agree. However others might argue that separating from an unfavorable contract or supplier relationship  can be as difficult as a divorce so maybe we should leave that one on the list.

Be careful out there.

We look forward to and appreciate your comments

Retail procurement needs to step up. Your Investors, Consumers and other Stakeholders demand it!

June 16th, 2010

I was reading a recent Aberdeen Group study and the strategic utilization numbers from all industries continue to trend well ahead of usage in retail. This made me angry. If you can take it, read on.

What troubles this author most about this is that the industries included in the Aberdeen Group study such as education, manufacturing, energy, utilities, financial services and others are all using these tools to trim their costs and improve earnings. Retail has had at best terrible earnings numbers historically with the supermarket industry averaging net earnings of below one percent (1%).

I was just talking with our CFO today about the impact of these tools. I used a very realistic example of a $2B supermarket company with one percent net earnings of $20M.  I can see the board now. If the same retailer were to source as little as $10M of their budgeted spend and reduced costs by just 20% or $2M, net earnings would improve in the budgeted year by 10%. If you are a CFO and can’t get excited about that, I’m not sure what would excite you.

This is not just rhetoric. We have customers with savings that are almost double that with a huge resulting impact on earnings. I know that there are a lot of bloggers and others out there that doubt the impact of e-procurement tools or think that reverse auctions as an example have run their course. Quite frankly that thinking is misguided because in the  retail industry the large majority of companies have never used these tools and have been doing business with many of the same suppliers for more than two years. These are both indicators of the fact that you are overpaying for products and services.

You can be comfortable and be busy or you can grab the bull by the horns and improve costs, earnings, stock price and even the bonuses of your management team.

We look forward to and appreciate your comments.

Under the retail the spend management umbrella, what exactly is spend analysis?

June 15th, 2010

Do non industry specific expensive spend analysis tools achieve the primary objective of retail e-negotiation which is to reduce costs immediately?

Simply put, spend analysis is designed to provide companies detailed information about the entire companies purchasing data most.

At the surface this seems to be pretty simple. In fact it is anything but. If we just look at the retail space, spend analysis relies on data from a number of disparate systems. Most retail organizations to this day do not have a single source of information or an enterprise data warehouse where data is available in one location for use by many applications. In mid tier retailers this is almost universal.

In fact in many retail organizations the following systems if they even have them would require access in order to gain all spend data necessary for analysis by advanced real time analytics and workflow management systems. Again most mid tier retailers will not have any of these systems in place making the collection of accurate data even more difficult.

1. Contract Management Systems
2. Retail ERPS Systems
3. Retail Planning Systems
4. Merchandise Management Systems
5. Supply Chain Management and Execution Systems
6. Store Operation Systems
7. Corporate Administration systems
8. Accounts Payable Systems

Certainly, if access to this data is available benefits such as instant access to information and better decision making are certain benefits that can be derived from these types of solutions.

The question for most however is how much time is required to conduct this integration. Would retailers be required to create another data repository and is a data mart of this sort really required to drive savings to the bottom line in the shortest amount of time?

For many organizations, there are e-negotiation solution providers that offer these same analytics in the form of a professional service that is embedded in their e-procurement pay as you go pricing. This may result in a more expeditious time to market and savings that can impact the organizations bottom line in the present reporting period.

All solutions do not fit all industries and there are generally alternatives worth exploring that may fit your needs more closely at a more economical price point.

We appreciate and look forward to your comments

Under the retail the spend management umbrella, what exactly is spend analysis?

June 15th, 2010

Do non industry specific expensive spend analysis tools achieve the primary objective of retail e-negotiation which is to reduce costs immediately?

Simply put, spend analysis is designed to provide companies detailed information about the entire companies purchasing data most.

At the surface this seems to be pretty simple. In fact it is anything but. If we just look at the retail space, spend analysis relies on data from a number of disparate systems. Most retail organizations to this day do not have a single source of information or an enterprise data warehouse where data is available in one location for use by many applications. In mid tier retailers this is almost universal.

In fact in many retail organizations the following systems if they even have them would require access in order to gain all spend data necessary for analysis by advanced real time analytics and workflow management systems. Again most mid tier retailers will not have any of these systems in place making the collection of accurate data even more difficult.

1. Contract Management Systems
2. Retail ERPS Systems
3. Retail Planning Systems
4. Merchandise Management Systems
5. Supply Chain Management and Execution Systems
6. Store Operation Systems
7. Corporate Administration systems
8. Accounts Payable Systems

Certainly, if access to this data is available benefits such as instant access to information and better decision making are certain benefits that can be derived from these types of solutions.

The question for most however is how much time is required to conduct this integration. Would retailers be required to create another data repository and is a data mart of this sort really required to drive savings to the bottom line in the shortest amount of time?

For many organizations, there are e-negotiation solution providers that offer these same analytics in the form of a professional service that is embedded in their e-procurement pay as you go pricing. This may result in a more expeditious time to market and savings that can impact the organizations bottom line in the present reporting period.

All solutions do not fit all industries and there are generally alternatives worth exploring that may fit your needs more closely at a more economical price point.

We appreciate and look forward to your comments

What contract Meta data should retailers store in a contract repository? Can FASB help?

June 14th, 2010

The answer would seem to be pretty simple, but please read on.

This author’s guidance would be to look to standards settings bodies and laws that apply to guidance for reporting of financial data that might and associated risks that may surface during an audit or areas that may have material impact on forecast results. FASB is one of many organizations that can offer such guidance relative to accounting impact.

Just who is FASB or The Financial Accounting Standards Board?

The mission of the FASB is to establish and improve standards of financial accounting and reporting for the guidance and education of the public, including issuers, auditors, and users of financial information.

Our financial reporting system is essential to the efficient functioning of the economy. That is because it is the means by which investors, creditors, and others receive the credible, transparent, and comparable financial information they rely on to make sound investment and credit decisions. Accounting standards are an important element of the financial reporting system because they govern the minimum required content of financial statements of U.S. public companies.

One action that FASB takes to accomplish their mission is to improve the usefulness of financial reporting by focusing on the primary characteristics of relevance and reliability and on the qualities of comparability and consistency.

Now give some thought as to what areas of your contracts have an impact that influences financial reporting. Here’s a clue. It is not the contract definitions area of your agreements.

We look forward to and appreciate your comments.

Retail buying organizations are you prepared to survive an audit?

June 10th, 2010

You might assume that we are talking about a procurement audit. That process in and of itself is something most procurement departments are not prepared for.

The question here is really are you as a buying organization prepared for any kind of an audit because most of the time contracts work there way back to the procurement department whether they are for consumables, services or any area other business expense that requires negotiation resulting in specific terms and conditions or standards that require compliance.

Although the audit process can be a good thing because it holds companies and individuals accountable, to often they are a result of something that is already broken and we are looking for a reason as to why. Or, someone to blame.

Audits can generally be broken down into the three classes that follow.

1. Significant Risk – This is non compliance that generally results in a major financial loss to the company
2. Moderate Risk – This is non compliance that generally results in a negative impact to the company
3. Minor Risk – This is a non compliant act that generally  results in a negative impact to an existing process within a company

From a procurement perspective this can include all items required during the bid and award process. Such as .

1. Purchase Orders tied to contract quotes
1. Delivery T&C’s
2. Definition of contract terms
4. Bidding process used
5. Vendor notification of award
6. Corporate standards adherence
7. Signature authority
8. Termination Clauses
9. Training adherence

The above list is potentially endless. The point is if you are buying products or services for your company, you need to be able to withstand a vigorous internal audit so that your auditors can withstand a vigorous external audit.

Is your procurement team prepared?

We look forward to and appreciate your comments.