Recently, I’ve had numerous conversations with prospects and current clients where the conversation turned to a familiar topic: What are the key selling points to increase use and adoption into business units who are not using eSourcing effectively?

Here are a few short bullets to provide you with a strong business case. These are items that we continue see that sell eSourcing internally as an enterprise solution.

• Ability to run reports at a divisional level, as well as the parent company, through the use of project classifications. 
• By inviting a divisional lead to each sourcing project, or by setting a divisional lead up as a domain administrator, divisions can share upcoming sourcing projects with the ability to aggregate / leverage spend when appropriate.
• Each division can have representation to view and score RFPs for a group decision
• Divisions have the ability to create customized co-brands all pointing to a single domain. This allow each group to have a their own logo for suppliers but all data is sharing a single instance to manage all project data and reporting.
• Ability to centralize a supplier database for all divisions so that they can share supplier information leveraging relationships and low cost vendors.
• Standardize supplier communications through email templates, RFP structure, Terms & Conditions documents as well, as what information is collected from suppliers for each sourcing project.
• Ensuring corporate compliance is being met through reporting an auditing of projects.

eSourcing can fundamentally improve your process, efficiency and coordination as a team. These in particular would be classified as the third tenant of eSourcing benefits – knowledge transfer and collaboration.