How to make friends and influence outcomes Procurement does not have an easy job. We function as the spending conscience of the enterprise. When a contract is going to be awarded, we make sure a careful selection process is followed and that every specification or requirement associated with additional cost earns its place. We ensure that incumbent suppliers deserve renewed business, and push all suppliers to perform their best on behalf of the company. As important as all those things … More
You don’t have to be a corporate general counsel to know that managing contracts can be complicated and time consuming. While almost every contract starts with a request, and ends (hopefully) with renewal, there’s a lot that needs to go on — and sometimes doesn’t — in between. That’s where an integrated and automated contract management process comes in.
Our recent webinar with IACCM, Contract Management – Beyond the Expected, raised a lot of interesting and varied points about the need for contract lifecycle management, and the potential complexity involved. Especially around data visibility – or lack of it, what Sean Delaney, VP of Sales at Determine, called “data disaggregation.” Which is a fancy-pants way of saying your data is a hot mess.
I recently shared my initial thoughts about the news that Carillion, the 2nd largest construction company in the UK, had gone into liquidation because it could not secure the funding required to stay in operation. As a reminder, Carillion is a private sector firm that provided a wide array of public services across Britain. They served lunches in public schools and provided maintenance to prisons; They provided cleaning and foodservice in hospitals, and they maintained roads. Perhaps most importantly, they … More
If January is any indication of the year ahead, it’s going to be a busy one. From GDPR rising to Carillion collapsing, the expanding role of contract management (and the need for alerts) and the changes coming in the realm of procurement technology, we covered a lot of ground this month.
When you think about why a company would invest in a contract lifecycle management (CLM) solution, the first things that come to mind might include improved governance and agreement administration. But is that it? If the ROI of CLM is limited to better dotted I’s and more neatly crossed T’s, the effort to select and implement a solution hardly seems worth it.
This week the UK’s 2nd largest construction company, employing an estimated 43,000 people around the world, went into liquidation. Three quarters of the company’s sales came from the UK, where many of the contracts were awarded by the UK government for such infrastructure projects as new roads and hospitals.
There is a constant stream of information coming out about GDPR – the General Data Protection Regulation – most of it with a sense of urgency, if not doom, about it. A recent article by Efficio, one of the valued organizations in the DetermineAlliance Partner Program, laid out a very clear and rational explanation for how to approach GDPR compliance. In essence, you need to see where your risks are so you can plan for them.
A recent article by McKinsey gave a brief timeline of examples showing episodes of “punctuated equilibrium” — events that cause major disruption and upheaval before settling into a new period of stasis. Along with the discovery of fire, domestication of dogs, the printing press, internal combustion and the iPhone, we can include the emergence of the source-to-pay cloud platform.
Double the velocity, square the momentum. If you remember your high school physics, this formula perfectly describes how Determine is barreling into 2018 with the sustained impact of continuous — and growing — customer success on the Determine Cloud Platform. Thanks to our rapidly ballooning base of new customers across many varied industries, we’re in a great position to capitalize on our strategy and vision in the fiscal quarters ahead. “Impact” is the operative word for the coming year. We … More
Smart and collaborative platforms, unified interfaces, Big Data and Artificial Intelligence: all these developments are forcing source-to-pay solution providers to regroup and adapt their technology offerings.
As we expand the impact of procurement beyond savings, one of the most frequently cited objectives is process efficiency. In theory, if procurement can help the company execute internal processes more swiftly, they can… something, something, something (?). Process efficiency is good, and savings are good. But neither will have any real impact if we don’t understand why we are driving them.
Considering the amount of negative press that’s generated about physical retail, it’s easy to get the impression that the epitaph is already written on the wall (engraved in brick and mortar by Amazon, according to most accounts). But it’s important to remember one fact: 80% – 90% of retail takes place in actual stores.
Having been in procurement for a while, I’ve seen a lot of changes take place over time. Procurement M&A — Mergers, acquisitions, rebrandings, etc. are the commercial equivalent of births, deaths, and weddings. They are the facts of life. That said, it is one thing to observe a change in the market, and it is another thing entirely to experience it firsthand.
Last week, Jaggaer (formerly SciQuest) announced they were buying BravoSolution. This creates a very large player in the market, but there’s a lot of smoke that has to clear before the real implications of this deal become apparent. Not just for the companies themselves, but their customers and prospects.