ePurchasing Technology Drives New Economics for Commerce - Forrester
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ePurchasing Technology Drives New Economics for Commerce - Forrester
- 1. ePurchasing Technology Drives New Economics For Commerce
- 2. New developments in ePurchasing technology can help Procurement go beyond the low hanging fruit
- 3. Agenda Procurement leaders face conflicting priorities in 2012 Four trends drive business technology developments We’re beginning to see their impact on ePurchasing Summary recommendations
- 4. Agenda Procurement leaders face conflicting priorities in 2012 Four trends drive business technology developments We’re beginning to see their impact on ePurchasing Summary recommendations
- 5. What forces will shape your world in 2020? 2010 2014 2016 2020
- 6. Global disruptions have become common 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. Agenda Procurement faces conflicting priorities in 2012 Four trends drive business technology developments We’re beginning to see their impact on ePurchasing Summary recommendations
- 9. Forrester has identified four broad themes driving 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-state to new initiatives May 2011 “Forrsights: The Software Market In Transformation, 2011 And Beyond”
- 11. Businesses cannot, and should not, get all their technology innovation from one source Self- iApps provisioned Key business New supplier applications search Core Collaboration Systems SRPM ERP eSourcing
- 12. Agenda Procurement faces conflicting priorities in 2012 Four trends drive business technology developments We’re beginning to see their impact on ePurchasing Summary recommendations
- 13. Most enterprises still have a buyer-centric approach to ePurchasing Ptolemy
- 14. The network-centric approach is better Copernicus
- 15. But a universe of discrete networks is costly for suppliers, and less effective for buyers Gallileo
- 16. We’re now seeing the emergence of global communities of buyers and sellers • Scale and reach to be effective • Unstructured collaboration, not merely transactions • Sharing information with your peers
- 17. Important management information is distributed across multiple silos ERP eSourcing Contracts EDI
- 18. Agenda Procurement faces conflicting priorities in 2012 Four trends drive business technology developments We’re beginning to see their impact on ePurchasing Summary & recommendations
- 19. How can you make use of these forms 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 29846 lpeichert@forrester.com www.forrester.com THANK YOU
Notas del editor
- 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/
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- 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.