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The CPO's Agenda 2009: Smart Strategies for Tough Times
- Best–in–Class companies have formally sourced 46% more of their spend than all other enterprises.
- Best–in–Class companies have achieved 64% higher levels of compliance than all other organizations.
- Best–in–Class companies have successfully enabled 42% more of their suppliers electronically.
The global recession is taking no prisoners. Neither industry, nor region, nor company–size has provided shelter from its impact. Within the enterprise, few business functions have been unaffected. Yet, as this business downturn continues, the Chief Procurement Officer's ("CPO") agenda and the CEO's agenda have started to converge. In fact, two–thirds of this study's participants believe that the economic downturn has positively impacted the role of the CPO within the enterprise. One thing is certain: the CPO's who successfully devise and execute smart strategies in these tough times will continue to rise. |
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Supply & Demand Chain Executive
Supply & Demand Chain Executive provides comprehensive coverage highlighting business strategies trends and issues on supply chain management. The magazine explores each area of the global enabled supply chain including order/demand capture, sourcing, procurement, fulfillment, logistics, payment, CRM, consulting, information sharing, financing. It also provides the most advanced and detailed information so that industry professionals can stay informed. |
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Procurement Contracts: Real Value, Real Returns
- Best–in–Class companies experience 4x less savings leakage than All Others.
- Best–in–Class companies realize 15% to 20% lower contract creation and approval cycle times than their competitors.
- Best–in–Class companies have been able to place 59% more spend under management than All Others.
Facing the worst economic crisis since The Great Depression, enterprises are in a constant battle to manage spend and control costs. Procurement is the chief architect of spend management and savings, and procurement has at its disposal an underutilized tool to meet savings expectations: contract management. Procurement contracts represent the culmination of spend analysis and sourcing efforts and are used to subsequently guide the purchasing process for the commodities and / or services covered by outlining negotiated prices, expected supplier service levels and agreed upon concessions and commitments on the side of the buyer. |
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Integrated Demand–Supply Networks: 5 Steps to Gaining Visibility and Control
- Best–in–Class companies are 50% more likely than Industry Average to have decreased international lead times over the past year.
- Best–in–Class companies are over 2x as likely as Laggards to have decreased the finished goods inventory levels over the past year.
- Best–in–Class companies are 24% more likely than Industry Average to have decreased the frequency of out–of–stocks over the past year.
Supply chain globalization, increased complexity, rising costs, and the need to respond rapidly to customer demand changes and supply chain disruptions are forcing companies across industries to re–think their old approach to supply chain management. The evolution of today's multi–tiered supply and demand networks is driven by the need to reduce costs and achieve long–term competitive advantage. The focus of this benchmark report is to identify key process and technology strategies that organizations need to adopt to regain control and visibility of their multi–enterprise supply chain networks. |
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Enabling Profitable Growth through Procurement: Transforming the Sourcing and Procurement Organization
Learn how they are transforming procurement into a strategic function that positively affects the bottom line.
This report is an ASUG/SAP Collaboration. |
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