What’s keeping you up at night? CPOs today are under continued pressure to reduce costs and find new sources of value – and of course, manage risk.
At the same time, CPOs want to become more strategic advisors to the business. We’ve found the perfect opportunity to help you achieve those goals and more.
As a CPO, you probably manage millions of dollars’ worth of spend on services. Think of all the money your company spends on consultancies, IT services providers, marketing agencies, law firms, accounting firms, facilities management companies and more. These services providers operate across the enterprise, perform vital work and deliver enormous value.
You manage the contracts and rates for these services, but beyond that, how much attention do you pay to that spend? Do you know whether these services providers are delivering high-quality work? Do they hit deadlines? Is your business getting good value for money?
Most of us are guilty of under-managing services providers. That’s one of the key findings from a groundbreaking new research study published by SAP Fieldglass in collaboration with Oxford Economics, titled Services Procurement Insights 2019: The Big Reveal.
Growing economic uncertainty, geopolitical unrest, and emerging cyber threats mean that security and risk management are now critical boardroom priorities. If that weren’t enough, businesses today are not only accountable for the factors that impact them directly, but they’re also responsible for those that impact their suppliers.
Take the recent Quest Diagnostics data breach as an example. Despite Quest’s strong internal cybersecurity infrastructure, the sensitive information of 11.9 million patients was hacked through a third-party billing vendor with subpar security standards. The lesson is clear: a company is only as safe as its weakest vendor.
Many organizations continue to manage suppliers, contracts, and procurement processes manually or with outdated, clunky technology that is too complicated for efficient use. These haphazard systems are, unfortunately, perfect harbors for risk, but there is tremendous opportunity here. According to a recent McKinsey & Company report, 56% of source-to-pay tasks could be “fully or largely automated using currently available technologies.”
While automation isn’t a cure-all, it does have the potential to drastically decrease overall risk. How? By reducing the “human factor” in supplier management and allowing sourcing employees to focus on more critical projects. In addition to putting risk mitigation at the forefront, automating supplier-related processes benefits businesses in these four key ways:
Chris Crane, Co-Founder, Product, Scout RFP, a Workday company
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Spend Matters has released Q4 Services Procurement Vendor rankings
In 2.5 years since the first release, procurement professionals have referenced Spend Matters’ SolutionMap procurement technology benchmark rankings over 112,000 times, with the Accelerator toolkit gaining rapid traction to inform procurement technology selections:
“We didn’t have enough process and technology knowledge to identify our requirements for a P2P transformation. We wanted to include enough leading practice into our phase 1 assessment, recommendation and business case…You really helped us narrow the population.” — Senior Director, Supply Market Insight
While enrolled in SIG University's Certified Third Party Risk Management Professional (C3PRMP) Program, Wendy Hsu was able to immediately apply what she learned and contribute her expertise toward sourcing a third-party risk management tool to develop her organization's Third Party Risk Management Program.
In the C3PRMP program, students focus on best and emerging practices to identify, assess, manage and control third-party risk throughout the lifecycle of relationships, and learn how to align risk fundamentals and frameworks with risk culture to develop the essential tools and controls for effective governance.
In more ways than one, the learning opportunity with SIG University’s Certified Third Party Risk Management Professional (C3PRMP) program was more than coincidental. Earlier in the year, I had chosen the C3PRMP program to fulfill my 2019 Individual Development Plan objective. Little did I know that by July I would be fully engaged in assisting my manager to source a suitable third-party risk management tool and develop a project plan to implement our future Third Party Risk Management (TPRM) program. While the timing of my taking the certification program couldn’t be better, the challenges ahead of my company’s TPRM program (which will soon be called Key Vendor Management Program) couldn’t be greater given we are a young company still in the process of shaping our risk culture and standardizing our vendor review process.
Wendy Hsu, Sr. IT Procurement Consultant, Venerable
The pressure for companies to solve society’s most pressing problems is growing exponentially, fueled by the gravity of looming issues such as climate change or social inequality. While the majority of companies have already defined their corporate commitment and social impact objectives, many leaders are struggling to implement strategies that actually achieve their aspirations. Considering that 78% of executives believe their companies are failing to deliver on their social impact pledges, there’s a dire need for companies to drive social innovation across each department and generate positive social change through their day-to-day operations.
Amid the changing business landscape, companies are required to achieve two core objectives: generate profits and elevate corporate social responsibility. Due to procurement’s immense purchasing power, more executives are turning to their CPOs to drive innovation and sustainability – all while generating tangible impacts that benefit the communities they operate in. Here’s how procurement leaders can achieve these objectives and simultaneously generate new business value by adding social impact into their sourcing and procurement process.
As the year comes to a close, it's a good time to look back at the goals you set this time last year. Whether you're on track or have a ways to go, take advantage of these opportunities to focus on your professional development. Listen to some inspiring executive advice from the podcast, take an hour to join a webinar or consider sharing your expertise at one of our upcoming events.
Services providers such as consultants and agencies account for a significant portion of workforce spend and are crucial to business performance. Yet many companies under-manage them, leaving value on the table and creating risk. For the second year of research with Oxford Economics, SAP Fieldglass takes a deeper dive into services procurement. Join us to learn how workforce leaders realize more value from these providers.
This is the final chapter in our tail spend series and we’ve covered some significant ground to understand what tail spend is, why it happens, and the potential issues with ignoring it or managing it in the wrong way. In this final chapter, we'll explore the ways you can find savings in your tail and how to build a strategic sourcing framework to help you manage it going forward.
To get up to speed, you can read the entire Talking to Your Tail Spend series on our blog:
Amy Fong, Principal - Procurement and Purchase to Pay Advisory, The Hackett Group
After a reorganization within his company, a SIG University graduate applies lessons learned in the Certified Supplier Management Professional (CSMP) program to facilitate a people- and culture-driven change management approach to bring his company into regulatory compliance.
The CSMP program exposes students to leading-edge training on contract administration, compliance, risk mitigation, performance, governance operating models, talent management support, transformation and more to help companies put effective governance programs in place.
The Certified Supplier Management Professional (CSMP) program from SIG University discussed the importance of GR&C and provides samples of governance models with roles and authorities, its relationships, and communication structures in relation to the procurement or sourcing strategies of an organization. I was glad to see these topics discussed as it confirmed the need for reorganization within my company, which now has clearly defined roles and responsibilities between governance and third party risk management and the sourcing department.
David E. Romo-Garza, Director of Business Risk and Controls
Tap into a wealth of benchmark data to identify which procurement software provider best meets your organization’s specific technology needs with Spend Matters' SolutionMap Accelerator. SIG buy-side members receive a 20% discount.
Join Dawn Tiura as she interviews Givewith CEO Paul Polizzotto. He discusses how corporate social responsibility initiatives can drive business value by boosting employee morale, retention rates and investor confidence.
A lot has been written about RPA’s ability to link processes and automate services, but much less has been dedicated to the benefits of RPA from a system engineering point of view. Learn more about how RPA technology can be utilized.
Technology can be a double-edged sword when it comes to communication. It can make us more connected but in the same regard disconnected when it comes to real in-person interactions. How do we as leaders maneuver this complicated new world?
Your workforce is larger than you think. Look beyond your employees and contingent workers and you’ll realize there’s another large, powerful force at play. One that probably isn’t on your radar.
Services providers, such as consulting firms, marketing agencies and IT outsourcers, play a crucial role in helping organizations get work done. They are a vital part of today’s workforce, comprising nearly one-fifth of workforce spend, and bringing much-needed skills to the table. They carry out mission-critical work, often operating at the heart of the enterprise.
In the oil and gas industry, services providers play a major role in shutdown/turnarounds, which cost millions each day and must therefore be completed as soon as possible. Many organizations rely on consulting firms to help them build and execute their strategies – particularly around digital transformation. Banks engage IT consultancies to improve their online and mobile banking platforms and call centers to support their customers.
In many organizations, services providers operate as an invisible workforce. How can management ensure that this often-unseen workforce consistently delivers maximum value? And how can organizations make sure that workers’ access to confidential data and systems is turned off at the end of the engagement?
Molly Spatara, Global VP, Brand Experience, SAP Ariba and SAP Fieldglass