Supply Chain Management SCM

Changing behaviours in sourcing - Q&A with Salesforce and Oracle's former CPO

 

GregTennyson.jpgCPO of VSP Global Greg Tennyson leads transformative change. He is the former VP and CPO (source-to-settle and expense-to-settle) at Salesforce and Oracle.

Greg sat down with ScoutRFP to discuss sourcing’s ever-evolving relationship with business - he talks culture, Moolah (the spend-it-like-its-yours monster) and how CPOs can work with the pace of change at an organisation to reach sourcing-stakeholder “utopia.”

Building collaboration frameworks in supply chains

 

GibsonSibanda.pngSupply chain management concerns itself with recognising, acknowledging and managing key business linkages and relationships. To achieve this, collaboration is the order of the day. But while collaboration is an admirable business objective, it can prove difficult to attain.

To reach it, it is important to have a strategic framework to establish and improve collaborative relationships in organisations of all sizes. Gibson Sibanda, general-secretary of the Chartered Institute of Procurement and Supply’s Zimbabwe branch, unpacks the development of collaborative relationship frameworks, in this month’s SmartProcurement.

Procurement is about to get smarter, faster and more efficient

 

Cognitive_procurement.jpgA ‘cognitive procurement’ solution is set to redefine the source-to-settle process.

The solution delivers intelligence from procurement data - together with predictive insights from unstructured information - to help make decisions in supplier management, contracts and sourcing activities.

9 success factors for implementing a procurement transformation project

 

Implement_procurement_transformation.jpgMore South African organisations are starting to recognise the value that procurement transformation initiatives bring to the bottom line. Successful procurement transformation projects reposition the source-to-pay process for success, across the entire organisation. The entire source-to-pay process is made efficient and highly collaborative, providing organisations with a competitive advantage.

Procurement transformation can be defined as a process - with an element of flexibility - in which an organisation’s capability and procurement behaviour is altered to attain desired results (such as the achievement of maximum value through the procurement function) and attain long-term sustainability.

Supply Chain Partner, a specialist supply chain service provider, discusses 9 critical success factors (or pitfalls if not considered…) that can make or break your procurement transformation success, in this month’s SmartProcurement.

What is procurement's future in the 4th Industrial Revolution?

 

Mluleki Ntlemeza.jpgThe fourth Industrial Revolution, characterised by a fusion of technologies that is blurring the Iines between the physical, digital and biological spheres, builds on the digital revolution (known as the Third Industrial Revolution) that has been occurring since the 1950’s, said the World Economic Forum.

'4IR' has seen the emergence of technologies in procurement, which are set to disrupt established methods. Examples are cognitive procurement and Blockchain.

Mluleki Ntlemeza (MCIPS), e-Procurement specialist at PetroSA, unpacks the impact of the fourth Industrial Revolution on the future of procurement in this month’s SmartProcurement.

Procurement's value will be judged on its alignment with the organisation's strategy

 

ShirazSarang.jpgIs your procurement division a purchasing or a procurement function? More importantly, into which category does your CEO and other key executives place your function? Shiraz Sarang, CPO at Nedbank discusses how procurement professionals can elevate the importance of the procurement function within an organisation, in this month’s SmartProcurement.

Identifying and mitigating global sourcing risks

SanetShepperson.jpg

Before you start, ensure that you have the best global sourcing and product experts that you can afford, says Sanet Shepperson (MCIPS) in this month’s SmartProcurement.

Supply chains and adjusting to Trump: think local and global

 

KateVitasek_540x800.JPGIt’s still early in the Trump presidency, but not too early for supply chain professionals to begin planning for what could be major challenges in global markets and trade agreements, especially if President Donald Trump follows through on border tariffs, the dismantling of existing trade agreements, and other “America First” protectionism ideas he has shared as part of his Twitter-storm rhetoric, writes Tennessee University Professor in Supply Chain Management, Kate Vitasek.

Short-term SCM investment for long-term savings

IanNeilson.jpgThe City of Cape Town has leveraged its supply chain management policy to grow its economy, procure sustainably and create jobs. And save money, of course.

Opening the Smart Procurement World Western Cape Conference, the city’s Executive Deputy Mayor, Alderman Ian Neilson gave delegates an insight into the City’s supply chain efforts to create employment for Cape Town’s people, promote resource efficiency, reduce negative environmental effects, and promote the competitiveness of local businesses.

Call for the creation of a supply chain management council

 

Create_SupplyChainManagementCouncil.jpgProfessor Marcus Ambe – professor of Supply Chain Management (and chairperson of the Supply Chain Management Research Group) in the department of Business Management at Unisa – posed critical questions, which set the scène for the roundtable discussion around the professionalisation of supply chain management. The discussion was held at Unisa on the 2nd of March 2017, and was organised by the Supply Chain Management Research Group in the College of Economics and Management Sciences (CEMS) at Unisa - in collaboration with the Chief Directorate Capacity Building, in the Office of the Accountant- General, National Treasury.

10 things you should consider before writing any supply chain policy

 

Musah.jpgWhen purchasing materials the same routines are used on each occasion, even if each and every one of these purchases is unique. So why do we need supply chain policies or procedures? asks Muddassir Ahmed, Divisional Supply Chain Manager at Eaton.

Procurement fraud - why does it continue to thrive?

 

procurement-fraud-scandals.jpg“Procurement fraud happens within the entire value chain of organisations. Because decisions are made on every level, some procurement officials get a chance to manipulate the system, and accept bribes,” says Lebogang Letsoalo, Director at Sincpoint Pty Ltd.

 

Case study: Supply chain risk assessment

 

Nico_Snyman.jpgIn this month’s SmartProcurement, Crest Advisory Africa’s Nico Snyman outlines a case-study on supply chain risk assessment.

Q&A with Lenovo's VP of Global Procurement


GlobalProcure.jpgChallenges of Global Procurement


Rob Handfield
, Co-Director of the Supply Chain Resource Cooperative at North Carolina State University (SCRC), recently spoke to John Zapko, Vice President of global procurement for technology company Lenovo, about what’s going on in the world of global procurement. Zapko has procurement authority over all software, Latin America, and emerging markets.

R H: What do you see as big challenges facing Lenovo as you look at global procurement in the areas that you work in?

Buyers must know what is made locally before they can consciously 'buy local'

 

PhillippaRodseth.jpg“Buyers need to understand the importance of ‘buying locally’ and have the ability to identify locally manufactured products. By doing so they actually buy back jobs,” said Philippa Rodseth, Executive Director of the Manufacturing Circle.

Speaking at an Economic Policy Dialogue hosted by the Department of Trade and Industry (dti), Rodseth said that there is a need to educate consumers to know what is locally produced when making a purchase. She said it is a strong move towards full scale industrialisation and inclusive growth.

Failing to identify supply chain risk is a business risk in itself

 

DavidNoble.jpgA procurement and supply function that does not have a good understanding of how to identify, mitigate and avoid supply chain risk is itself a significant risk for an organisation.

This is just one of six internal risk influencers highlighted in a CIPS good practice guide for developing end-to-end supply chain resilience in organisations.

“With the risk landscape getting bleaker, supply chain professionals should be talking more about resilience, any negative impact on how consumers perceive a business can rattle around for years,” said David Noble, CEO of CIPS.


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