I have been blogging about contracts at the core of business for some time now, but it appears there is still some confusion as to what the best way is to get started – a holistic approach or a functional/departmental approach. CLM vs. ECLM. The answer is actually both. The term CLM or Contract Lifecycle Management is used right along with ECLM or Enterprise Contract Lifecycle Management. One letter (E), however, makes all the difference in the world; even though it is most likely you will begin with a departmental or functional approach, your planning and thought process must be around the enterprise.
Interesting how perspectives can make all the difference in the scheme of business. Looking at something differently can change how you approach it and affect the outcome. While I’ve spent many years in corporate management, for a couple of years, I took on an assignment as a Gartner Research Analyst before coming back to the business side. That experience as a consultant has changed how I look at things today. And I wanted to share some of this perspective as it relates to enterprise contract lifecycle management (ECLM), and how to think like a CLM consultant.
ISM’s annual supply management conference is just around the corner, May 3 – 6 in Phoenix. If you haven’t yet made plans to attend, there’s still time to look into it. If your travel plans are all in place, then you have to make some tough decisions about which breakout sessions to attend.
Let’s consider this familiar situation: it’s the last day of the fiscal quarter, and everyone in your company involved in the contract process is frantically working on extensions, approvals, and special requests. Since each contract is being reviewed and adjusted manually by the legal team, it could very well be the wee hours of the morning before anyone gets to head home – especially if anything unexpected comes up.
Each year, Supply & Demand Chain Executive releases a list of elite professionals, “Provider Pros to Know,” both online and in the print issue of their magazine. Award recipients are recognized as people to know and learn from in the supply chain industry. They work for software firms and service providers, consultancies or in academia, and have made significant contributions to their individual clients or to the industry as a whole, enabling them to better meet the challenges of the coming year.
It’s no secret that industry analysts note enterprises worldwide are fraught with low adoption of legacy procurement software. As a result, one of the main problems Chief Procurement Officers (CPOs) face is the lack of visibility and control of transactions. Procurement needs technology vendors with vision who can deliver the ability to combat rogue buying and improve spend management and contract lifecycle management (CLM) with more functionalities. CPOs today want products and solutions with source-to-pay features that are easy to use, integrated with CLM.
Selectica has just announced the acquisition of b-pack, an industry leader in Purchase to Pay. Since the merger of Selectica and IASTA a year ago, it’s been our goal to provide customers with tailored end-to-end upstream and downstream supply management solutions integrated with enterprise-wide contract lifecycle management. With Selectica and b-pack, it’s all now possible. We know this is an important step toward efficiency for global enterprises weary of managing multiple vendors in disconnected pieces.
According to Forbes, top global companies are relying on their procurement leaders more and more to seek out innovative ways of doing business with suppliers. It’s no longer simply about cutting costs – procurement is more involved in mitigating supply chain risk and making strategic decisions in collaboration with top management. Continue Reading
As procurement professionals, we have come to take certain ideas for granted. Savings is still our primary performance metric given the ever-increasing challenges of today’s market environment. However, savings can no longer be the exclusive North Star to our voyage. We need to become more strategic by increasing our ability to create shareholder value and contribute to corporate competitive advantage. Collaboration with suppliers, at least in certain categories, requires that we take a multi-dimensional look at each commercial opportunity and play a long-term, relationship-oriented game.
I know we don’t have to preach to the choir. You already know that there are some expenses that are hard to justify – not because they aren’t necessary, but because it’s hard to prove that they are worth it. It can be difficult to show where the costs are going to impact the bottom line and why your CFO should consider them necessary.