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ePurchasing Technology Drives New Economics for Commerce - Forrester
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ePurchasing Technology Drives New Economics for Commerce - Forrester

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  • Riskier environment – economic, political, environmental; price volatility; Need to drive down costs – by consolidating spend with fewer suppliers, while increasing the bidder poolNeed to co-innovate with suppliers
  • Riskier environment – economic, political, environmental; price volatility; Need to drive down costs – by consolidating spend with fewer suppliers, while increasing the bidder poolNeed to co-innovate with suppliers
  • Image:http://clichegal.blogspot.com/
  • To add or remove rows in the table:Select the table. Your cursor will change to an icon of two lines and an arrow above and below will appear on mouse-over of the baseline of the row.Right-click and select INSERT > ROW BELOW. Or DELETE ROW.To add a row after the last row, you can press [Tab], and the cursor will go to a new row.Highlighting new areas:Select the bracket group from the right bracket. Hold SHIFT and pull cursor down over the next bullet item. Select the previously highlighted text and in the HOME tab unclick the [B] button for bold, and click on the [A]buttonand choose the gray swatch (Gray-50%, Accent 5) second to last in the top row of the palette. Select the text for the newly highlighted area and click the [B] button for bold, and click on the [A]buttonand choose black.
  • Use of ePurchasing to assist supplier tiering and then monitor performance at an intensity level appropriate to the tier.
  • Facebook was only effective because it dominated. E.g. half your friends are at party down the road that was advertised on BeboWe wont accept such a monopoly in a B2B context, but we will accept 3 or 4 community platforms, especially if they integrate with each other.
  • Use of ePurchasing to assist supplier tiering and then monitor performance at an intensity level appropriate to the tier.
  • Transcript

    • 1. ePurchasingTechnology DrivesNew Economics ForCommerce
    • 2. New developments inePurchasing technologycan help Procurementgo beyond the lowhanging fruit
    • 3. AgendaProcurement leaders face conflicting priorities in 2012Four trends drive business technology developmentsWe’re beginning to see their impact on ePurchasingSummary recommendations
    • 4. AgendaProcurement leaders face conflicting priorities in 2012Four trends drive business technology developmentsWe’re beginning to see their impact on ePurchasingSummary recommendations
    • 5. What forces will shape your world in 2020? 2010 2014 2016 2020
    • 6. Global disruptions have becomecommon news
    • 7. Sourcing’s Goals Pull Us In Two Directions • Number of Rationalize Expand Suppliers• Aggregate demand to get • Expand the bidder pool to economies of scale Costs increase competition• Dump financially weak • Diversify, multi-source to vendors Risk reduce over-dependence• Focus vendor management’s • Introduce new blood to attention Performance combat complacency• Create tight strategic • Search for new sources, partnerships Innovation anywhere in the world Answer: Do Both – create tighter partnerships in some areas while increasing competition in others
    • 8. AgendaProcurement faces conflicting priorities in 2012Four trends drive business technology developmentsWe’re beginning to see their impact on ePurchasingSummary recommendations
    • 9. Forrester has identified four broad themesdriving business technology trends• Empowered employees and customers energize leading organizations.• Everything-as-a-service (XaaS) offers new technology acquisition and consumption options.• The App Internet connects mobile users to near-limitless information.• Big data extends our digital horizon and changes the way we do business.
    • 10. CIOs need shift budget from steady-stateto new initiatives May 2011 “Forrsights: The Software Market In Transformation, 2011 And Beyond”
    • 11. Businesses cannot, and should not, get alltheir technology innovation from one source Self- iApps provisioned Key business New supplier applications search Core Collaboration Systems SRPM ERP eSourcing
    • 12. AgendaProcurement faces conflicting priorities in 2012Four trends drive business technology developmentsWe’re beginning to see their impact on ePurchasingSummary recommendations
    • 13. Most enterprises still have a buyer-centric approach to ePurchasingPtolemy
    • 14. The network-centric approach is betterCopernicus
    • 15. But a universe of discrete networks is costly for suppliers, and less effective for buyersGallileo
    • 16. We’re now seeing the emergence of globalcommunities of buyers and sellers• Scale and reach to be effective• Unstructured collaboration, not merely transactions• Sharing information with your peers
    • 17. Important management information isdistributed across multiple silos ERP eSourcing Contracts EDI
    • 18. AgendaProcurement faces conflicting priorities in 2012Four trends drive business technology developmentsWe’re beginning to see their impact on ePurchasingSummary & recommendations
    • 19. How can you make use of theseforms of unstructured collaboration?• Idea forums that include key suppliers • Users’ problems, suppliers’ ideas, voting on which ones to take forward, workspace for project teams to share information• Engineering change process • Consider the impact of proposed modifications before they are put into effect• Community performance rating • Aggregate objective and subjective data from your peers to evaluate prospective suppliers• Urgent problem resolution • Creation of ad hoc teams, live web conferencing, asynchronous messaging
    • 20. What can you do now? If you’re just starting out… If you’re further along… • Don’t wait until you have a • Use technology to work disaster to create the even more closely with business case for SRPM your key suppliers • Convert Ptolemaic or • Focus SRPM attention Copernican supplier based on importance, not collaboration initiatives into just spend community programs • Automate analytics • Start somewhere • Manage improvement important, but doable processes
    • 21. Lutz Peichert+49 69959 29846lpeichert@forrester.comwww.forrester.comTHANK YOU