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	<title>E-Sourcing ForumE-Sourcing Forum</title>
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	<link>http://www.esourcingforum.com</link>
	<description>The source of information and best practices in strategic sourcing.</description>
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		<title>Myers-Briggs for Procurement, Part 2: Extraversion and Introversion</title>
		<link>http://www.esourcingforum.com/archives/2013/05/17/myers-briggs-for-procurement-part-2-extraversion-and-introversion/</link>
		<comments>http://www.esourcingforum.com/archives/2013/05/17/myers-briggs-for-procurement-part-2-extraversion-and-introversion/#comments</comments>
		<pubDate>Fri, 17 May 2013 14:00:45 +0000</pubDate>
		<dc:creator>Cayla Truman- Iasta</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Sourcing Blogs]]></category>
		<category><![CDATA[Suppliers]]></category>
		<category><![CDATA[attitude]]></category>
		<category><![CDATA[Buyers Meeting Point]]></category>
		<category><![CDATA[extravert]]></category>
		<category><![CDATA[feeling]]></category>
		<category><![CDATA[introvert]]></category>
		<category><![CDATA[intuition]]></category>
		<category><![CDATA[judging]]></category>
		<category><![CDATA[Kelly Barner]]></category>
		<category><![CDATA[Myers-Briggs]]></category>
		<category><![CDATA[negotiation]]></category>
		<category><![CDATA[perception]]></category>
		<category><![CDATA[personality types]]></category>
		<category><![CDATA[sensing]]></category>
		<category><![CDATA[thinking]]></category>

		<guid isPermaLink="false">http://www.esourcingforum.com/?p=79879</guid>
		<description><![CDATA[Welcome back! Just joining in? Click here to read Part 1. In my last post, I outlined the basics of the Myers-Briggs personality test, which is frequently used to help people better understand themselves in a social context. In this post, I’ll consider the first dichotomy or pair of opposed traits: Extraversion vs. Introversion. I like to stress the fact that there are no good or bad results, just results. The better grasp you have of your natural inclinations, particularly &#8230; <a href="http://www.esourcingforum.com/archives/2013/05/17/myers-briggs-for-procurement-part-2-extraversion-and-introversion/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/05/17/myers-briggs-for-procurement-part-2-extraversion-and-introversion/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Spend Visibility and Your Local Coffee Shop</title>
		<link>http://www.esourcingforum.com/archives/2013/05/14/spend-visibility-and-your-local-coffee-shop/</link>
		<comments>http://www.esourcingforum.com/archives/2013/05/14/spend-visibility-and-your-local-coffee-shop/#comments</comments>
		<pubDate>Tue, 14 May 2013 19:31:55 +0000</pubDate>
		<dc:creator>Mark Seger - Iasta</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Spend Analysis]]></category>
		<category><![CDATA[Suppliers]]></category>
		<category><![CDATA[brand awareness]]></category>
		<category><![CDATA[Spend Visibility]]></category>

		<guid isPermaLink="false">http://www.esourcingforum.com/?p=79869</guid>
		<description><![CDATA[One day last week, I was driving to work and listening to a story on NPR about a coffee farmer from a remote region in Guatemala. The story continued as they discussed a hip coffee shop in Portland, Oregon that is using spend visibility to sell cups of coffee. Okay, they didn’t say, “spend visibility,” but the coffee shop is certainly following spend analysis logic. The story by Allison Aubrey was about how a struggling coffee farmer managed to cut &#8230; <a href="http://www.esourcingforum.com/archives/2013/05/14/spend-visibility-and-your-local-coffee-shop/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/05/14/spend-visibility-and-your-local-coffee-shop/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Procurement Poker Pair: eSourcing &amp; eProcurement</title>
		<link>http://www.esourcingforum.com/archives/2013/05/10/the-procurement-poker-pair-esourcing-eprocurement/</link>
		<comments>http://www.esourcingforum.com/archives/2013/05/10/the-procurement-poker-pair-esourcing-eprocurement/#comments</comments>
		<pubDate>Fri, 10 May 2013 19:45:22 +0000</pubDate>
		<dc:creator>Ashley Sieb</dc:creator>
				<category><![CDATA[e-Sourcing Marketplace]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[P2P]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[David Bush]]></category>
		<category><![CDATA[eProcurement]]></category>
		<category><![CDATA[equifax]]></category>
		<category><![CDATA[esourcing]]></category>
		<category><![CDATA[frederic khalil]]></category>
		<category><![CDATA[Guardian Life Insurance]]></category>
		<category><![CDATA[james mccarthy]]></category>
		<category><![CDATA[procurement]]></category>
		<category><![CDATA[procurement strategy]]></category>
		<category><![CDATA[strategic sourcing]]></category>

		<guid isPermaLink="false">http://www.esourcingforum.com/?p=79856</guid>
		<description><![CDATA[Are you taking a gamble and leaving millions of dollars on the table? You could be if you don&#8217;t have the right solutions in place&#8230; As a modern procurement pro, you know that having the right technology in place is a key component of your procurement strategy. Implementing eSourcing and eProcurement solutions together allows your team to enhance its performance and impact across the entire organization. What else can you do with the right technology in place? You can: Collaborate &#8230; <a href="http://www.esourcingforum.com/archives/2013/05/10/the-procurement-poker-pair-esourcing-eprocurement/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/05/10/the-procurement-poker-pair-esourcing-eprocurement/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Fast-Tracking: Does Sticking with One Service Provider Save Time and Money?</title>
		<link>http://www.esourcingforum.com/archives/2013/05/07/fast-tracking-does-sticking-with-one-service-provider-save-time-and-money/</link>
		<comments>http://www.esourcingforum.com/archives/2013/05/07/fast-tracking-does-sticking-with-one-service-provider-save-time-and-money/#comments</comments>
		<pubDate>Tue, 07 May 2013 15:00:20 +0000</pubDate>
		<dc:creator>ISG</dc:creator>
				<category><![CDATA[Contract Management]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[Sourcing Blogs]]></category>
		<category><![CDATA[contract]]></category>
		<category><![CDATA[service provider]]></category>
		<category><![CDATA[sourcing]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://www.esourcingforum.com/?p=79841</guid>
		<description><![CDATA[Perhaps your organization has a contract already in place with a service provider, and you are thinking those pre-negotiated contract terms and conditions might save you time and money in sourcing the next area of your business. Or perhaps your organization decides that skipping a competitive process and sourcing directly with one service provider will be more efficient. Of course, sole-sourced contracts can be successful, but these Top 5 suggestions remind us that a competitive solicitation process delivers increased knowledge &#8230; <a href="http://www.esourcingforum.com/archives/2013/05/07/fast-tracking-does-sticking-with-one-service-provider-save-time-and-money/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/05/07/fast-tracking-does-sticking-with-one-service-provider-save-time-and-money/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Don’t Be Traditional With Your Spend Management Thinking: Part 2</title>
		<link>http://www.esourcingforum.com/archives/2013/05/02/dont-be-traditional-with-your-spend-management-thinking-part-2/</link>
		<comments>http://www.esourcingforum.com/archives/2013/05/02/dont-be-traditional-with-your-spend-management-thinking-part-2/#comments</comments>
		<pubDate>Thu, 02 May 2013 14:00:18 +0000</pubDate>
		<dc:creator>Paladin Associates - Don Hoeppner</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Sourcing Best Practices]]></category>
		<category><![CDATA[Sourcing Blogs]]></category>
		<category><![CDATA[Supply Risk]]></category>
		<category><![CDATA[indirect spend]]></category>
		<category><![CDATA[paladin associates]]></category>
		<category><![CDATA[procurement]]></category>
		<category><![CDATA[sourcing]]></category>
		<category><![CDATA[spend management]]></category>
		<category><![CDATA[strategic sourcing]]></category>
		<category><![CDATA[subject matter experts]]></category>
		<category><![CDATA[supply risk]]></category>

		<guid isPermaLink="false">http://www.esourcingforum.com/?p=79827</guid>
		<description><![CDATA[Welcome back! Just joining in? Click here to read Part 1. As many of you know, providing a high level of influence and performance in non-traditional spend categories will require subject matter expertise and skills beyond traditional negotiating skills such as: Strategic thinking and analysis Project / program management Data analysis and modeling Change management and Influencing skills Problem solving Relationship management All of the above business skills are key for sourcing professionals to learn and adopt. While these non-traditional &#8230; <a href="http://www.esourcingforum.com/archives/2013/05/02/dont-be-traditional-with-your-spend-management-thinking-part-2/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/05/02/dont-be-traditional-with-your-spend-management-thinking-part-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Don’t Be Traditional With Your Spend Management Thinking: Part 1</title>
		<link>http://www.esourcingforum.com/archives/2013/04/30/dont-be-traditional-with-your-spend-management-thinking-part-1/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/30/dont-be-traditional-with-your-spend-management-thinking-part-1/#comments</comments>
		<pubDate>Tue, 30 Apr 2013 14:00:19 +0000</pubDate>
		<dc:creator>Paladin Associates - Don Hoeppner</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Sourcing Best Practices]]></category>
		<category><![CDATA[Spend Analysis]]></category>
		<category><![CDATA[indirect spend]]></category>
		<category><![CDATA[paladin associates]]></category>
		<category><![CDATA[sourcing]]></category>
		<category><![CDATA[spend analytics]]></category>
		<category><![CDATA[spend management]]></category>
		<category><![CDATA[strategic sourcing]]></category>
		<category><![CDATA[subject matter experts]]></category>

		<guid isPermaLink="false">http://www.esourcingforum.com/?p=79821</guid>
		<description><![CDATA[For many Sourcing organizations, especially those at mid-market companies, being involved in Strategic Sourcing of Indirect Spend categories is still a relatively new opportunity… and a challenge!  Many manufacturing companies, which have historically had sourcing organizations focused on Direct Material and Capital Equipment purchases, may not have the internal staff or correct Subject Matter Experts (SMEs) to get involved in negotiating and managing indirect expense categories. In fact, sourcing organizations may not even exist at some companies, namely those in &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/30/dont-be-traditional-with-your-spend-management-thinking-part-1/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/30/dont-be-traditional-with-your-spend-management-thinking-part-1/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
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		<title>Supply Chain Risk – the “Cyber Attack”: Part 2</title>
		<link>http://www.esourcingforum.com/archives/2013/04/25/supply-chain-risk-the-cyber-attack-part-2/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/25/supply-chain-risk-the-cyber-attack-part-2/#comments</comments>
		<pubDate>Thu, 25 Apr 2013 14:00:27 +0000</pubDate>
		<dc:creator>ISG</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Global Supply Issues/Risk]]></category>
		<category><![CDATA[Supply Risk]]></category>
		<category><![CDATA[cyber attack]]></category>
		<category><![CDATA[ISG]]></category>
		<category><![CDATA[supply chain]]></category>
		<category><![CDATA[supply chain risk]]></category>
		<category><![CDATA[supply risk]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79761</guid>
		<description><![CDATA[Welcome back! If you’re just joining us for this two part series, click here to read Part 1. All companies have a minimum of two levels (tiers) of suppliers – Tier One (directly contracted suppliers) or Tier Two (suppliers to the Tier One suppliers). Large companies do a fairly good job of assessing their risk exposure to Tier One suppliers during the initial assessment and contracting process. Usually, little if any review of Tier Two suppliers occurs at this stage. &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/25/supply-chain-risk-the-cyber-attack-part-2/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/25/supply-chain-risk-the-cyber-attack-part-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Supply Chain Risk – the “Cyber Attack”: Part 1</title>
		<link>http://www.esourcingforum.com/archives/2013/04/22/supply-chain-risk-the-cyber-attack-part-1/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/22/supply-chain-risk-the-cyber-attack-part-1/#comments</comments>
		<pubDate>Mon, 22 Apr 2013 14:00:15 +0000</pubDate>
		<dc:creator>ISG</dc:creator>
				<category><![CDATA[Global Supply Issues/Risk]]></category>
		<category><![CDATA[Supply Risk]]></category>
		<category><![CDATA[cyber attack]]></category>
		<category><![CDATA[global supply chains]]></category>
		<category><![CDATA[ISG]]></category>
		<category><![CDATA[supply chain management]]></category>
		<category><![CDATA[supply chain risk]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79759</guid>
		<description><![CDATA[Global supply chains are constantly exposed to risk, ranging from disruptions of continuity to various levels of operational destruction. Risks can include weather, significant cost variances, resource availability, legislative/tax changes, logistical disruption, power outages and health epidemics, and usually occur without warning. Most supply chain management functions, even in the most advanced companies, are ill-equipped to address the wide range of risks they’re exposed to. Whether company is a manufacturer of raw materials, finished goods or a supplier of services, &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/22/supply-chain-risk-the-cyber-attack-part-1/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/22/supply-chain-risk-the-cyber-attack-part-1/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>Myers-Briggs for Procurement: Part 1</title>
		<link>http://www.esourcingforum.com/archives/2013/04/18/myers-briggs-for-procurement-part-1/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/18/myers-briggs-for-procurement-part-1/#comments</comments>
		<pubDate>Thu, 18 Apr 2013 18:07:08 +0000</pubDate>
		<dc:creator>Kelly Barner- Buyers Meeting Point</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[attitude]]></category>
		<category><![CDATA[Buyers Meeting Point]]></category>
		<category><![CDATA[extrovert]]></category>
		<category><![CDATA[feeling]]></category>
		<category><![CDATA[introvert]]></category>
		<category><![CDATA[intuition]]></category>
		<category><![CDATA[judging]]></category>
		<category><![CDATA[Kelly Barner]]></category>
		<category><![CDATA[Myers-Briggs]]></category>
		<category><![CDATA[negotiation]]></category>
		<category><![CDATA[perception]]></category>
		<category><![CDATA[personality types]]></category>
		<category><![CDATA[sensing]]></category>
		<category><![CDATA[thinking]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79789</guid>
		<description><![CDATA[Have you ever heard about the Myers-Briggs test? It’s a personality test that helps people better understand themselves in a social context. I took the test in business school. I vividly remember being cautioned that there are no good or bad results, just results. The test profiles personalities along four dichotomies, or pairs of opposed traits: Extraversion / Introversion Sensing / Intuition Thinking / Feeling Judging / Perception Each person taking the test is assigned one trait from each pair. &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/18/myers-briggs-for-procurement-part-1/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/18/myers-briggs-for-procurement-part-1/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>What is Procurement Health?</title>
		<link>http://www.esourcingforum.com/archives/2013/04/12/what-is-procurement-health/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/12/what-is-procurement-health/#comments</comments>
		<pubDate>Fri, 12 Apr 2013 18:19:25 +0000</pubDate>
		<dc:creator>Ashley Sieb</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[AOL]]></category>
		<category><![CDATA[Contract Management]]></category>
		<category><![CDATA[data]]></category>
		<category><![CDATA[eProcurement]]></category>
		<category><![CDATA[esourcing]]></category>
		<category><![CDATA[Iasta]]></category>
		<category><![CDATA[Napoleon Dynamite]]></category>
		<category><![CDATA[procurement]]></category>
		<category><![CDATA[procurement health]]></category>
		<category><![CDATA[Scott McBride]]></category>
		<category><![CDATA[Spend Analysis]]></category>
		<category><![CDATA[Spend Matters]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79796</guid>
		<description><![CDATA[On average, our clients are working between three and seven systems. However, tool proliferation does not mean you are a healthy procurement function. In a recent Webinar with AOL and Spend Matters, Scott McBride from Iasta gave this example: “If we draw on the conversation of health, you can put a skinny teenager like Napoleon Dynamite in a room with a treadmill and free weights. He has the tools, but that doesn’t mean that he is healthy.” Now obviously, you &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/12/what-is-procurement-health/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/12/what-is-procurement-health/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
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		<title>The Difference between a Contract and Real Life: How to Steer a Successful Provider Relationship</title>
		<link>http://www.esourcingforum.com/archives/2013/04/11/the-difference-between-a-contract-and-real-life-how-to-steer-a-successful-provider-relationship/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/11/the-difference-between-a-contract-and-real-life-how-to-steer-a-successful-provider-relationship/#comments</comments>
		<pubDate>Thu, 11 Apr 2013 20:49:00 +0000</pubDate>
		<dc:creator>ISG</dc:creator>
				<category><![CDATA[Contract Management]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[client relationships]]></category>
		<category><![CDATA[Client-Provider Relationships]]></category>
		<category><![CDATA[contract]]></category>
		<category><![CDATA[contract negotiation]]></category>
		<category><![CDATA[provider relationships]]></category>
		<category><![CDATA[service providers]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79757</guid>
		<description><![CDATA[After signing a contract, both parties have to protect their own business and value case while they work to achieve a common objective, contractual milestones and specific deliverables. No matter how sound a contract is, what matters in real life is relationship management. Consider the following Top 5 golden rules to avoid pitfalls and create a successful relationship with your service providers … in real life. 1. Success comes from collaboration. Mirror your project model with the service provider’s organization &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/11/the-difference-between-a-contract-and-real-life-how-to-steer-a-successful-provider-relationship/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/11/the-difference-between-a-contract-and-real-life-how-to-steer-a-successful-provider-relationship/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Achieving IaaS Savings: The Long View – Part 2</title>
		<link>http://www.esourcingforum.com/archives/2013/04/09/achieving-iaas-savings-the-long-view-part-2/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/09/achieving-iaas-savings-the-long-view-part-2/#comments</comments>
		<pubDate>Tue, 09 Apr 2013 20:47:05 +0000</pubDate>
		<dc:creator>ISG</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[cost reduction]]></category>
		<category><![CDATA[Iaas]]></category>
		<category><![CDATA[Iaas Savings]]></category>
		<category><![CDATA[ISG]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79755</guid>
		<description><![CDATA[Welcome back! Just tuned in? Click here to read Part 1. Today, I’m going to discuss additional areas where IaaS can reduce costs over the long term. Reduce labor costs and greater availability of resources. By moving toward de-facto open industry IaaS stacks, organization will have an easier time obtaining lower cost resources to build and support their applications and workloads. Training and on-boarding employee costs will decrease, while choices around third parties to support the workloads will increase. With &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/09/achieving-iaas-savings-the-long-view-part-2/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/09/achieving-iaas-savings-the-long-view-part-2/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Successful Procurement Software Rollouts: More Than Just Product Training</title>
		<link>http://www.esourcingforum.com/archives/2013/04/02/successful-procurement-software-rollouts-more-than-just-product-training/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/02/successful-procurement-software-rollouts-more-than-just-product-training/#comments</comments>
		<pubDate>Tue, 02 Apr 2013 20:46:11 +0000</pubDate>
		<dc:creator>Marie Bauer- Iasta</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Technology / SaaS]]></category>
		<category><![CDATA[deployment]]></category>
		<category><![CDATA[eSourcing platform]]></category>
		<category><![CDATA[esourcing roll outs]]></category>
		<category><![CDATA[eSourcing tool]]></category>
		<category><![CDATA[procurement]]></category>
		<category><![CDATA[procurement software]]></category>
		<category><![CDATA[product training]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79753</guid>
		<description><![CDATA[A well-planned and executed deployment can make an incredible difference when rolling out a new application. At Iasta, we find this to be especially true when rolling out a new eSourcing platform because all of our clients have such unique requirements, challenges, and goals to accomplish with the software. Do you (or some of your stakeholders) consider training the main focus of a deployment? Although training is an essential piece of the puzzle, a good deployment includes a deep understanding &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/02/successful-procurement-software-rollouts-more-than-just-product-training/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/02/successful-procurement-software-rollouts-more-than-just-product-training/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<item>
		<title>Achieving IaaS Savings: The Long View – Part 1</title>
		<link>http://www.esourcingforum.com/archives/2013/04/01/achieving-iaas-savings-the-long-view-part-1/</link>
		<comments>http://www.esourcingforum.com/archives/2013/04/01/achieving-iaas-savings-the-long-view-part-1/#comments</comments>
		<pubDate>Mon, 01 Apr 2013 20:43:46 +0000</pubDate>
		<dc:creator>ISG</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[cost reduction]]></category>
		<category><![CDATA[Iaas]]></category>
		<category><![CDATA[Iaas Savings]]></category>
		<category><![CDATA[ISG]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79751</guid>
		<description><![CDATA[The promise of IaaS savings can be elusive and not readily apparent. In fact, some ISG customers question if they will really achieve any cost savings, or if adopting IaaS will be, ‘Another technology and, another vendor to support, thus driving up costs.’ In our view, those willing to invest the proper management commitment and oversight will reap cost savings over the long term. It’s all about discipline, convergence and standardization. To begin this two part series, here’s a look &#8230; <a href="http://www.esourcingforum.com/archives/2013/04/01/achieving-iaas-savings-the-long-view-part-1/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/04/01/achieving-iaas-savings-the-long-view-part-1/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A New Procurement Calls for a New Kind of Purchasing Hero</title>
		<link>http://www.esourcingforum.com/archives/2013/03/28/a-new-procurement-calls-for-a-new-kind-of-purchasing-hero/</link>
		<comments>http://www.esourcingforum.com/archives/2013/03/28/a-new-procurement-calls-for-a-new-kind-of-purchasing-hero/#comments</comments>
		<pubDate>Thu, 28 Mar 2013 20:41:50 +0000</pubDate>
		<dc:creator>Cayla Truman- Iasta</dc:creator>
				<category><![CDATA[Contract Management]]></category>
		<category><![CDATA[Featured Posts]]></category>
		<category><![CDATA[General]]></category>
		<category><![CDATA[Procurement Transformation]]></category>
		<category><![CDATA[Spend Analysis]]></category>
		<category><![CDATA[AOL]]></category>
		<category><![CDATA[Business Intelligence]]></category>
		<category><![CDATA[Cherlyn Decker]]></category>
		<category><![CDATA[Iasta]]></category>
		<category><![CDATA[procurement]]></category>
		<category><![CDATA[purchasing]]></category>
		<category><![CDATA[Purchasing hero]]></category>
		<category><![CDATA[Spend]]></category>
		<category><![CDATA[srm]]></category>

		<guid isPermaLink="false">http://csv-00334.northmeridian.org/?p=79749</guid>
		<description><![CDATA[Despite the challenging circumstances of today’s economic environment, you must embrace change in order to support shifting external environments and business strategies. At the same time, you look for opportunities to capitalize on disruptive changes in supply markets, which can drive greater value for your organization. You must become a purchasing hero. What is a purchasing hero? We believe a purchasing hero brings knowledge capital to multiple departments. They inspire collaboration and cross-coordinate with as many internal stakeholders as possible. &#8230; <a href="http://www.esourcingforum.com/archives/2013/03/28/a-new-procurement-calls-for-a-new-kind-of-purchasing-hero/">More <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://www.esourcingforum.com/archives/2013/03/28/a-new-procurement-calls-for-a-new-kind-of-purchasing-hero/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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