I know we don’t have to preach to the choir. Procurement professionals are all aware of just how practical spend analysis is for them, but sometimes find it challenging to explain exactly why. Some expenses are simply hard to justify. Spend analysis is often seen only as an added value to the organization, rather than an essential piece to uncovering hidden value opportunities. In an applicable paper, Spend Matters suggests 10 ways to justify the expense for spend analysis to the financial decision-makers at your company. Here are some key takeaways…
Empower managers with process improvements.
Depending on where you sit in a company, budgets are either essential guardrails for organizational efficiency, an inescapable fact of life, a necessary evil, or just evil. Overhead cost control, compliance, data quality — they are on every organization’s budget management agenda, yet few have the processes and solutions in place to achieve them. Here are four best practices to get closer to that goal.
Background: Salons Solutions is the premiere event in Europe for all things related to the fields of digital transformation, Big Data, e-procurement and e-business in general – more than 6,000 visitors attended in 2016. As a major presenter hosting six roundtable discussions, Determine covered many topics of critical interest regarding source-to-pay. While I did not present all of these topics, I thought it would be informative to put them into a series of blogs, which we are sharing this week.
Business is evolving in a volatile legal context: regulations are changing and becoming tougher. The notion of “conformity” and “compliance” have never been so prevalent. During the 7th annual Journée du Management Juridique (Legal Management Day) in Paris this past June, Mr. Philippe Ginestié evoked a time when a supplier’s word and handshake were enough to constitute a contract.
But that time has passed.
As we enter Q3, many companies are beginning next year’s budget setting process. Establishing a new budget creates opportunities for big thinking, goal setting, forecasting and growth planning. In order to secure approval, however, each budget owner must demonstrate budget alignment between their funding requests and overall enterprise objectives. Continue Reading
During my family summer holiday trip to San Diego I was confronted with the notion of budget management front and center. To get around during our trip, I rented a mid-sized sedan, but upon arriving at the rental car center I soon realized we had an extra piece of luggage that would not fit in the car. The rental car agent gave me the option of either upgrading to a luxury SUV, which would double the cost of the rental, or wait for a less costly SUV rental that would not be available until later in the day.
By coincidence (or not), today is the birthday of Samuel Morse, inventor of the telegraph – arguably the first email. Considering the continual rise in speed, quantity and complexity of data communications today, it’s worth remembering that to some degree, he started all this. Of course, being that humans can never leave well enough alone, we’re still tweaking, refining and trying to perfect source-to-pay and contract management technology that enables people to communicate and collaborate better.
The podcast series that’s all about minding your business in contract management and source to pay.
As a prelude to Determine’s webinar with Spend Matters on aligning Procurement and Finance, I decided to get an insider’s perspective from our own Chief Financial Officer, John Nolan. In this episode of our podcast, my conversation with John explored his experience around aligning finance with procurement and other departments, as well. Given his varied background in companies of all sizes, public and private, his perspective is invaluable as Determine works to help our own customers get aligned.
Overcoming Differing Objectives and Stakeholders
If we were to try to identify the greatest obstacle to a harmonious procurement and finance relationship, what would it be? Most of what these two teams care about is actually very well aligned. They are both good stewards of enterprise resources, working capital and the bottom line. Both care about managing risk and facilitating internal processes that provide other internal groups with the resources to do their jobs effectively.