Please find below detailed research reports on topics related to sourcing and spend analysis written by the domain experts from Global eProcure in collaboration with leading academics in the strategic sourcing and supply chain fields.
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As corporate procurement organizations are charged with securing products and services of the best quality and the lowest possible cost, their enterprises are counting on them to be much more than just order takers. To accomplish that, procurement organizations must develop capabilities in spend intelligence. This takes spend analysis a step further, allowing the enterprise to take what it knows from the spend data it has gathered and use it to act on forward-thinking initiatives. In other words, spend intelligence provides actionable information.
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The pressures of globalization, regulation, and cost control have widened the door for the outsourcing of procurement functions over the last several years. To answer those challenges, enterprises have acted to improve their procurement organizations skills and many wont hesitate to look outside for a third party to perform the procurement-related functions that cant be done - or at least done well - in house.
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Globalization, regulatory pressures, procurement automation, outsourcing, and supply market instability have simultaneously elevated the procurement discipline and increased supply management challenges. In response, procurement executives are moving to up skill their teams, adopt new organizational structures, and employ new supply management strategies and systems infrastructures. To better understand these trends, Aberdeen Group surveyed and interviewed procurement executives at 100 global enterprises. Our research found that procurement's role in strategic operations has increased dramatically over the past five years, with procurement not only reducing costs and ensuring supply availability but also contributing to market expansion, product innovation, and regulatory compliance.
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For Nationwide Insurance, bringing complex commercial print spend under control, a category amounting to $50 million annually, required substantial organizational and cultural change along with sophisticated tools and techniques. First, the group managing print procurement, headed by Director John Coudriet, had to change the perception of the procurement team from an "order taking operation" to equal business partners with their internal marketing customers. "We were spending 75% of our time on downstream order processing and only 25% upstream on design and sourcing - we needed to reverse that equation," said Coudriet.
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Bob Fleck, Director, Sunoco