Tools & Tips

Optimising the procurement process to boost efficiency

OptimisingProcurement_300.jpgThe role of procurement extends far beyond the belief that procurement's primary function is to obtain goods and services in response to internal needs. A world-class procurement process aims to optimise the whole process to create significant business value. Procurement optimisation leads to a number of benefits and adds remarkable value to your organisation as a whole. It ensures efficiency in your procurement process which in turn has a domino effect of positive reactions within your entire organisation.

Since the procurement process touches every organisational department and affects revenue directly, it is essential to keep the process running smoothly by regularly reviewing what's working well and what needs to be optimised for greater efficiency.

Procurement Academy's Marc Wins takes a look.

How to get to 100% value creation from procurement

GaryNobel_100.jpgAs procurement professionals, what do you think your suppliers think of you - and do you care?

Do they see you as a hard-edged negotiator who wants to strike the best deal, based on price alone? Or do they see you as relationship-driven, keen to create more visibility within the business and developing inter-dependent relationships with your supply base?

Hopefully you want to be seen as the latter, but are the systems and tools you have in place sometimes working against you? Asks Gary Noble, joint managing director of 1st Executive, an international procurement and supply chain recruiter.

Why is the difference between direct and indirect procurement important?

EmanAbouzeid.jpgThe distinction between direct and indirect procurement was traditionally made in the context of manufacturing businesses. However, procurement disciplines have evolved more widely into the non-manufacturing sector and, accordingly, the distinction between direct and indirect procurement has broadened.

In this month's SmartProcurement, Eman Abouzeid (CSCP, CIPS), a procurement and supply chain professional with global experience, explores some of the supply chain practicalities that arise from the distinction between direct and indirect procurement.

Blockchain: what are the opportunities for Procurement?

Bertrand_Malteverne.jpgBy Bertrand Maltaverne, a Solutions Consultant who helps organisations digitally transform their procurement practices.

To be honest, I haven't totally figured out all of the details of the inner workings of the blockchain technology. And I do not think I will ever try to as some of it is very technical. I also do not believe that Procurement professionals should do it either. However, it is important to understand the implications of the blockchain technology. Because of the way the blockchain works, it has unique characteristics that represent a breakthrough with tremendous value for Procurement.

Introducing the Lavergne Procurement Matrix

Remy_de_Lavergne.jpgAre you a procurement value creator, or a cost-reducer? Perhaps you're neither of these - or both? Procurious member Remy de Lavergne, a transport and indirect purchasing manager, has created a new matrix that shows, among other things, just how far the profession has come.

9 success factors for implementing a procurement transformation project

 

Implement_procurement_transformation.jpgMore South African organisations are starting to recognise the value that procurement transformation initiatives bring to the bottom line. Successful procurement transformation projects reposition the source-to-pay process for success, across the entire organisation. The entire source-to-pay process is made efficient and highly collaborative, providing organisations with a competitive advantage.

Procurement transformation can be defined as a process - with an element of flexibility - in which an organisation’s capability and procurement behaviour is altered to attain desired results (such as the achievement of maximum value through the procurement function) and attain long-term sustainability.

Supply Chain Partner, a specialist supply chain service provider, discusses 9 critical success factors (or pitfalls if not considered…) that can make or break your procurement transformation success, in this month’s SmartProcurement.

What to do in your first 90 days leading a procurement division

 

Sanet.jpgChanging jobs or even organisations can be daunting. Managing the change is a strategic process requiring a strong sense of visionary leadership, a clear picture of the objective and reasons and a strong process of communication and involvement.

Sanet Shepperson, a Procurement Executive at Cell C, provides a ‘play book’ on how to walk in, take the reins and lead a procurement department.

Updated 'Supply Chain Management Compendium' endorsed by SOEPF and CIPS

 

DouglasBoateng_515x800.JPGThe State Owned Enterprise Procurement Forum (SOEPF) and the Chartered Institute of Procurement and Supply (CIPS) have endorsed the second edition of the much-anticipated Compendium of Supply Chain Management Terms. Containing thousands of supply chain management terminologies, Professor Douglas Boateng’s Compendium provides an all-inclusive compilation of procurement and other aspects of supply chain management related information.

“SOEPF seeks to share best practices related to procurement and supply chain management – Prof. Boateng’s Compendium offers our members a useful tool through which such practices can be shared,” commented SOEPF Chairman Dennis Mlambo.

2014 SCM salary trends: Men earn 29% more than women!

 

BullishSupplyChainSalaries.jpgTech-Pro’s Salary Survey 2014 highlights how growing demand for skilled Supply Chain practitioners is improving career and earnings prospects for procurement, logistics, planning, supply chain and consulting staff, in this month's SmartProcurement.

Why do some cross-functional teams fail? 5 critical success factors

 

TooManyCooks.jpgUsing a cross-functional team in a strategic sourcing exercise for a key commodity is the accepted and preferred way to go, many teams having delivered successful outcomes. However, it is no assurance of improved performance. But what causes a less than successful outcome? Elaine Porteous asks in this month’s SmartProcurement.

5 ways to maximise procurement value through networking

 

ProcurementConferencing.jpgAdvocacy of the procurement and supply chain function should be actively pursued by all in the profession. Conference like Smart Procurement World 2014 are where you and your peers come together to hear how and why this is vital for the growth of acknowledgement, skills and capacity for all in these roles as well as maximise your company’s procurement value.

5 'hows' to improve the perception of procurement

 

ElainePorteous.jpgWhy does procurement struggle with its visibility or status in the organisation? Elaine Porteous asks in this month's SmartProcurement.


"There may be many reasons," she says.
 

The procurement function may have:

• not aligned itself with the organisation’s strategy and goals;
• not identified its most important stakeholders;
• not taken relationship building seriously; or
• failed to establish its identity and credibility through results.


We must be able to do better with developing our internal relationships for the benefit of the sustainability of the organisation.

Buying Telecommunications? Avoid long-term agreements

 

Developments_telephony.jpgDramatic changes expected in the South African telephony market over the next few years mean buyers of telephony and IT services (fixed line and mobile) should avoid long-term agreements with their current service provider(s), keep on top of market offerings and understand the changing need of the businesses they serve, says Purchasing Index’s (PI) Alan Low in this month’s SmartProcurement.

E-tolling: logistics industry needs less emotion, more transformation

CobusRossouw.jpgAlthough e-tolling will affect the logistics industry in a number of ways, the spotlight is almost inevitably on the increased operational costs this will produce.   For logistics companies, however, the reality is that e-tolling could prove beneficial, says Cobus Rossouw, President of SAPICS.

5 Procurement risks that need to be made visible

Risk Grid.jpgEconomic uncertainty and slow growth in many sectors of the South African economy has focused senior management’s attention on improving efficiencies in their businesses. Measuring risk is integral to managing how efficiently organisations expend their money: ‘risk’ covers the management of internal processes around expenditure and the behaviour of management and staff, Alan Low of Purchasing Index (PI) tells SmartProcurement.

Demystifying corporate procurement cards

Procurement card.jpgIn today’s business world companies are cognisant of the cost of procurement. Traditional procurement processes tend to exacerbate the cost of purchasing company supplies. One government department realised, after doing an assessment of its procurement costs that it was incurring an expense R730 to obtain a padlock worth R9,80.

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