Expanding you market reach with Digital Procurement While most modern B2B businesses are focusing on using digital technology to automate production, distribution, and client management processes, their procurement processes often remain stuck in analog mode. The immediate benefits of digitizing P2P processes, or digital procurement, may be harder to quantify than upgrading an assembly line…
The value of effective communication with your suppliers cannot be reinforced enough. Just as strongly as poor communication techniques can harm your business, effective communication can give you a major advantage. Integrating effective communication techniques will help develop strong supplier relationships by promoting trust, improving risk management, and supporting long-term goals. Build Trust…
As markets connect on a world-wide level and technology continues to rapidly progress toward digital automation, businesses are constantly adapting to keep pace with the changes. In the process of this adaptation, businesses must be shrewd when choosing solutions; enterprise level organizations have the most to gain from streamlining their P2P processes, yet also the…
Manufacturing companies that operate their Procure-to-Pay (P2P) processes so that Supplier Relationships are collaborative, data-driven, strategic alliances improve client quote generation. They are lean, strong, agile supplier relationships that aren’t siloed to strict, expensive parameters. They develop with trust and time through transformative iterations that eliminate unnecessary processes, so your quotes aren’t ambiguous and give…
Maverick spend doesn’t promote efficient Procure-to-Pay processes or strategic supplier relationships since it takes purchasing outside the realm of your company’s e-procurement system. It doesn’t promote contractual compliance and it undermines trust and transparency. Whether you call it maverick, indirect, rogue or tail spend, “it’s the same challenge and leads to the same results–wasted money…
Manufacturing companies that operate their Procure-to-Pay (P2P) processes so that Supplier Relationships are collaborative, data-driven, strategic alliances improve client quote generation. They are lean, strong, agile supplier relationships that aren’t siloed to strict, expensive parameters. They develop with trust and time through trans-formative iterations that eliminate unnecessary processes so your quotes aren’t ambiguous and give…
Supplier relationships are highly dependent on the procure-to-pay (P2P) architecture that you have in place. Efficient P2P processes can build and improve your supplier relationships. The traditional architecture uses a combination of paper documents and ERP systems. The goal is to streamline a workflow by digitizing a portion of the procurement process. The problem is…
Let’s take our definitions of waterfall-agile scrum workflows and incorporate them into the P2P process. Part 1 of “Defining Waterfall-Scrum Workflows for Your P2P Process” introduced one facet of the P2P process–invoice cost–and gave a brief overview of what each of the waterfall and agile (scrum) workflows were separately and how to think of them…
Building of Supplier Alliances: Supplier relationships operating in traditional, waterfall workflow silos are still common in manufacturing companies. The Procure-to-Pay (P2P) processes tend to follow strict parameters, with a flow that’s dependent on the preceding requirements. There’s no iteration. Any deviation from the path requires procedural approval that costs time and money. Following agile workflows…
In almost every business, internal transactions cover only part of your enterprise resource planning (ERP) needs. Past a certain point, improving your own systems and records can only do so much when it comes to efficiency. If, for example, suppliers are not on the same page when it comes to purchasing and tracking, then it’s…
