“Education,” wrote John Dewey, “is not preparation for life; education is life itself.” That’s a philosophy that SIG has from its inception held very close to its heart: the idea that throughout our lives and our careers we should continue to learn and develop, not simply for the benefits that learning brings us – and our community – professionally but also because education is a good in itself. Hence the strong focus at SIG’s Summits, Symposiums and Roundtables, in our webinars and our Student Talent Outreach program – truly, in everything we do – on growing our members’ knowledge and understanding of the practice of sourcing and the environment within which we work.
Jamie Liddell, Editor, Outsource and Co-Head of EMEA, SIG
Few areas of the economy have faced stronger headwinds over the past year than those occupied by commodity manufacturers. Chemicals, steel and plastics are all feeling the effects of China's economic slowdown in a highly competitive and price sensitive marketplace. Many of the top commodity manufacturing firms have reacted decisively to these conditions; however, after the first wave of layoffs are complete and excessive overhead costs are reined in, the prospects still remain gloomy. The sustained impact of depressed demand and oversupply are forcing executives to look inward for additional, innovative sources of cost savings. The positive news for many organizations is that the "good years" of strong demand and rising prices have left behind pockets of inefficiency and waste that can be structurally addressed in the interest of long-term corporate competitiveness. A few examples of such opportunities are as follows:
The digital era is creating new paradigms as it relates to commercial relationships between business and individuals. It's not a new concept, but it is getting stronger each day and changing the way people contract services and products. The sharing economy is a system in which its users share and exchange goods and services through digital platforms.
Uber and Airbnb are some of the most popular examples that are revolutionizing the market, with their respective target markets in the transportation and accommodation industry. Could this new business model also change how organizations contract services and products? Could the new sharing economy open up opportunities for organizations to achieve their constant search for cost optimization?
The benefits that emerging businesses in this space can bring include the provision of cost-effective services and products with reduced lead times. Additionally, these technological applications help to identify available resources in a certain geographic proximity that meets the needs of a company. Another benefit is to directly contract services eliminating the brokerage relationships characteristic of the truckload and 3PL Industry. The Uber model could change and replace traditional freight brokers. Right now there are some companies preparing to support this new business model which gives small truckers the opportunity to offer their spare capacity and resources.
With global sports industry revenues over $145Bn and growing at a rate of 3.7% over the past 4 years, it is evident now more than ever, that behind the tackles and buzzer beaters, sports remains a business. Negotiations in business are usually governed by several tangible measurable data points that are indicative of future performance. Given below are a few aspects that are unique to negotiations in the sports industry:
After a period of immense volatility, the banking sector appears to be reaching some level of normalcy. The financial crisis of 2008 was the trigger for drastic changes in the way the industry manages spend. As revenue streams froze and the spending behaviors of banks become front-page news, procurement was invariably thrust into the spotlight as a means of preserving the reputation and profitability of these organizations. Procurement teams operating in the banking environment face a challenging landscape when it comes to controlling spend. A great deal of change is needed, both structurally and culturally before banks can truly take control of their spend. However, procurement technology, if used effectively, can be a vital catalyst for these required changes.
What are they buying? Banks are essentially service organizations. The vast majority of their spend passes the professional service category (roughly 40%) in the form of management consultants and other temporary workers. Information technology and facilities management make up the next largest spend categories accounting for roughly 20% of total spend each. Spend on services is traditionally more difficult to analyze, understand and control than spend on goods, and this presents a challenge for a service heavy industry like banking. However, by leveraging procurement technologies, leading banks are addressing these areas with great success.
Diptarup Chakraborti, Vice President, Global Marketing, Zycus
Whether you're ready or not, we Gen Y-ers are spreading through the workforce like wildfire. And what's next? Gen Z is just around the corner from joining the party. Should companies have prepared for this change? YES. If changes were not made for the immersion of Gen Y-ers, take that as a learning opportunity, and implement "next" practices in preparation for the next round of Millennials, Gen Z. The Millennial generation has a much different take on the workforce and what the future looks like. This is neither a good nor a bad thing. It is exactly what it sounds like: different.
Let's talk stereotypes.
Millennials: pretentious know-it-alls who possess a dire need for instant gratification...whether they deserve it or not.
Baby Boomers: People typically old enough to be our parents who firmly believe in their systematic ways...Why? Because they said so!
Is there some validity to both stereotypes? Sure. But I think it's more prudent to say that baby boomers DO know what they’re doing...after all, they've been out there doing it for much longer than us rugrats. However, do we Millennials have a fresh take on new practices? Of course! So where do we go from here? We have two TOTALLY different generations TRYING to work together. My attempt at a compromise:
Ashley Walsh, Marketing, Social Media and University Outreach Coordinator, SIG
Oil and Gas firms had a rough ride in 2014; the oil price dropped to below $50 USD a barrel, salary freezes were implemented and thousands of staff members were laid off. As the purse strings of oil and gas producers tighten, the importance of controlling costs and managing spend become ever more apparent. In order to succeed in the changing oil and gas environment, firms need to first understand how to get more from the money they spend (enter procurement). Listed below are a number of the key areas that oil and gas firms are likely to focus on over the coming 12 months. Also outlined is the critical role that procurement functions can play in helping their organization to achieve success in these areas.
Diptarup Chakraborti, Vice President, Global Marketing, Zycus
Since the New Year has arrived, it's time now for the annual onslaught of Procurement Prognostications for 2015. Of course a year from now, what actually transpires may bear little resemblance to what was predicted – and who really goes back and reconciles results with resolutions anyway? But at least in this case, an educated guess can be made as to what procurement leaders will actually be focused on in 2015, based on their responses to a recent joint survey conducted by Zycus and The Hackett Group of over 200 procurement leaders and practitioners.
Richard Waugh, Vice President, Corporate Development, Zycus Inc
What is the source of procurement's value to the enterprise? How do organizations become more effective and efficient in achieving sustainable cost savings? How can procurement deliver even greater value to the enterprise? These questions are essential to the continuous improvement of the sourcing and procurement function. They are the questions at the foundation of the IBM Institute for Business Value (IBV) Chief Procurement Officers (CPO) Study which examines the "journey to value" for procurement organizations – and details the specific procurement strategies that drive business results and bottom-line impact. The study, based on a survey of more than 1,000 procurement executives across more than 40 countries, takes a deeper look at "procurement role models," the 100+ companies in the study that achieved the most impressive revenue and profit performance relative to their industry peers. The research identifies three common attributes that tend to separate these procurement role models from the pack. These high-performing procurement organizations:
Matt McGovern, Market Segment Manager - IBM Procurement and Contract Management Solutions