True insight into an organization’s spend is an essential factor in the ability for procurement professionals to see where opportunities exist to support developing a roadmap alongside the data. But building a robust spend analysis involves following certain steps and avoiding others. Corcentric’s how-to guide, A Beginner’s Guide to Spend Analysis, provides insights and best practices when undertaking this invaluable task, helping you apply the knowledge gained to optimize sourcing, purchasing, supplier management and more. But first, you need to know some of the most important Do’s and Don’ts when it comes to spend analysis.
Disruptions seem to be coming at us at an ever-faster pace, from pandemics to natural disasters to regulatory changes to technological advances and more. Some, such as earthquakes and hurricanes, are regional in nature; others, like COVID-19, are global and affect literally every nation and every business. How businesses respond to these challenges; how they prepare before a crisis hits can make the difference between success and failure. For many, finding ways to resolve these challenges is a matter of survival itself.
A Conversation with Diego De La Garza, Senior Director of Global Services and Delivery at Corcentric
Spend analysis is probably the closest thing procurement has to ‘an oldie but a goodie.’ It has been the basis of our sourcing and spend management activities for as long as most of us can remember. But can a historical record of purchase transactions provide the basis for strategic procurement in the age of digital transformation, automation, and real-time insights?
As we face a variety of unprecedented disruptions here and across the globe, businesses are looking for ways to not only withstand the crises, but also to prepare themselves to move forward once the crises pass. Many companies found themselves with a fully remote workforce with little time to prepare. Companies that had digitally transformed their operations prior to this were quicker to respond and did so with greater efficiency. Many of these companies looked at transformation holistically across the entire business with an understanding that functions that had once resided in silos had to now live in an age of full collaboration.
In Part 1 of this two-part blog, Sophie Pope, Director of Sales, UK and Nordics, Determine a Corcentric company, looked at how organizations can better position to improve business continuity and resilience, starting with the current state of collaboration between procurement and finance. Part 2 digs deeper into the how’s and why’s of collaboration, both internally and with 3rd-parties.
Until recently, when organizations and experts talked about disruption, they were usually referring to technology and business models that effectively disrupted traditional industries. We are now experiencing a totally different kind of disruption…the COVID-19 pandemic that is changing so much of the way we conduct business in the short-term in a remote way.
Working from home due to the COVID-19 crisis is disorienting for most of us, and yet we see one bright spot emerging from it: The opportunity to automate critical operations online to replace time-consuming, manual tasks.
Contract Lifecycle Management (CLM) technology helps companies achieve distributed but agile contract governance, and provides the information required by senior management to make optimal decisions based on complex scenarios. A CLM solution that includes the above discovery capabilities can make it easier to locate contracts, create a searchable rendition or index, and access an automatically-created abstract containing contractual metadata such as clauses governing law, jurisdiction, indemnity, etc.
Research shows that without digital technologies, our ability to handle contracting processes has been diminishing in recent years. Today, many CM experts see contracts as the primary cause of disputes, but the growing complexity of the contracting process creates a larger problem with information management in general. So, how can digital technology help us untangle this dilemma?
A Conversation with Dan Andrew, Senior Vice President of Sales at Corcentric
While many finance executives are slashing costs to weather the downturn, some view investments in technology as essential to better equip newly remote finance teams or strengthen other parts of the business.”
— Mark Maurer, CFOs Look to Ramp Up Automation Investments Amid Pandemic, Wall Street Journal: April 8, 2020