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2011 To 2025: The Evolution Of How The C-Suite And Boardroom Views Procurement

Procurement Insights

20152020: Procurement Gains Strategic Recognition Emergence of Strategic Sourcing : CFOs began to recognize procurement’s role in driving long-term value through strategic sourcing, supplier relationships, and risk management. Analytics and insights from procurement data were minimal.

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What’s the Difference Between Blockchain and Supply Chain?

Supply Chain Game Changer

The phrase “Supply Chain Management” was first coined in 1982. The idea of a “Blockchain” was conceived in 2008 although the concept of a chain of blocks began as early as 1991, and use of the word Blockchain itself has only become popular in the last few years. ” (Source: [link] ).

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Why & How Much Should Be Spent On Procurement Intelligence & Analytics Services?

Empowering CPO

Role of category manager & KPI’s of an ideal procurement organization. Increasing spend under management. Sourcing roadmap. As per 2008 study by Corporate Executive Board, 12% of total marketing budget goes towards market research. Continuous cost reduction. Full utilization of tools. Exploring LCCS opportunities.

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Why Procuretech has Immense Potential to Grow

Procurement Software

Procurement is the function in companies that, on a general level, takes care of sourcing, managing vendors and tracking spend. There are some industries we can consider as the early movers in seeing the benefits of a professionalized sourcing function. Revolut and eToro are just two which have seen explosive growth.

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Navigating COVID-19: Mid-term Procurement Strategies for a Managing the Crisis

Jaggaer

Procurement and legal teams need well prepared, highly organized document management systems to systematically look at force majeure clauses are written. supplychain #sourcing [link] pic.twitter.com/40kHrnlbvY. There are plenty of other questions to ask yourself about your contract terms, too.

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Top 5 Critical Skills Next-Gen Procurement Leaders Must Develop Now

Zycus Cognitive Procurement

According to McKinsey research , in the five years immediately following the 2008 global financial crisis, total return to shareholders for companies with top-quartile procurement capabilities was 42 percent higher than the companies whose procurement operations were in the bottom quartile.