（我们很高兴拥有嘉宾文章 - 在两个部分 - 在我们的六月热门话题上，尾部支出管理。这是第2部分，它来自执行董事的Chirag Shah，Xchanging采购服务).
In part 1 we looked at points one to five around Tail Spend; let's get back into our top ten.
6. Instant savings.I’ve never seen another supply chain initiative that delivers bottom line results to an organisation so quickly. Obviously these ad hoc and low-value spends are usually required by the user within days and at Xchanging we generally operate with a Turnaround Time (TAT) of 2-5 days – that’s from receipt of an order request from an end user, to conducting the sourcing, to placing an agreed PO with a supplier. Consequently the client organisation benefits from any savings derived from the sourcing almost instantly.
7. Cost Avoidance.作为基于支出的费用赚取费用的供应商，这一点对Xchanging令人沮丧！我们从未在我们的初步分析中获得了最初估计的尾部花费相同。这是非常简单的原因 - 拥有另一个人的额外审查管理低价值订单会导致大量的花费'要求'延迟甚至避免。预测花费字面消失 - 这当然会导致组织更多地节省。
8.减少供应商。通过将所有单独的低价订单组合在组织上，尾部支出程序能够集中花费更少的供应商。实现这提供了额外的定价杠杆，但越来越多的组织对来自更好供应商管理的益处更感兴趣。减少供应商的数量降低了交易和处理成本。在一个典型的财富500强，我们在3-5年尾巴的过程中估计超过20,000名供应商到几千美元的少数一千。
9. Enables Community Sourcing.Within each category of spend, we create Category Cards which is essentially an approved list of preferred suppliers. The implementation of these category cards makes it much easier to implement community sourcing strategies such as focusing on minority-owned businesses, or local SMEs – an increasingly important issue and a hot political topic too these days. The use of tail spend techniques to manage CSR and other community initiatives is being increasingly commonplace, especially in public sector.
10.合规和风险管理。无论是与道德商业实践，冲突矿物，环境实践，数据机密性或任何兴奋剂合规要求有关，与寻求和消除不合规相关的风险现在是CPOS的主要主题。运行尾部支出计划允许组织更好地控制和监督供应商。在我们进行的最近进行的调查中，这个问题已将前5名CPO议程项目中程度上升，因为他们在担心在头条新闻中看到其组织的恐惧，因为超越后面的一个小供应商一直在采用不道德或非符合符合的商业实践！
总之，尾部支出管理用一块石头杀死了很多鸟类，应该容易地建立一个商业案例来带来专家（如xchanging）来运行它 - 这样的程序可以从第一天自筹资费。
讨论这一点：