本周,我们忍不住带回一堂课sic, pseudo-retired Spend Matters column — the Friday Rant — to proffer some crucial personal spend management lessons learned recently in the dark world of urban Honda vehicle maintenance and service.
Lesson #10: Make Your Invisible Hand Visible Key to any procurement journey is the demonstrated ability not only to implement successfully, but also to storyboard […]
Lesson 8 is "Whoever has the best hand wins." While this adage pertains most literally to poker, the procurement lesson is really about finding the best resources (e.g., internal vs. external) to execute procurement processes, whether they are "steady-state" or transformational. Processes might be executed by salaried staff, contingent labor, BPO firms and/or suppliers themselves. There is even a rise of a category we have begun to cover on Spend Matters called “procurement managed services,” which falls somewhere in between consultancy, skilled contingency and BPO work.
由于NYT在一项专栏中突出了一些细节（和监管审查）周围的一些细节（和监管审查），周围宣布的双汇国际收购史密斯菲尔德食品，特别是一家部分州所有/受影响的中国公司，特别是对这一协议的关闭不是给出的。但是，我们可以从拟议的交易中带走的东西，不仅仅是农业和食品供应链中的西方能力，而且也是加强供应链可见性和风险标准的价值，在这些领域的驾驶促销和估值。
For companies like P&G, GE, J&J, etc., there will always be a tension and trade-off between opportunities at the business unit level versus the corporate level. Functions like procurement will need to walk the fine line between both rather than swinging wildly from one to the other. Procurement must help the business units and functional partners get more value from their supplier spending individually, and also look for cross-BU opportunities not just by spend category, but also by risk type, opportunity type (e.g., supply chain financing), region, corporate-wide program, etc.
Trade-offs exist everywhere, especially in regards to the trade-off of cash, cost, service and risk. “Service” is broadly defined, starting with the end customer and aligning back through internal stakeholders and back to suppliers. We discussed the cash versus cost trade-off above. But it could just as well be trading off raw material inventory levels (cash) vs. inventory (service) level performance vs. the cost of replenishment. Similarly, the trade-off could be between the relentless search for innovation and revenue traded off against the costs of creating that growth.
我的同事Jason Busch只是在采购中占据了一件优质的采购，并且由于我在这方面有一些经验，我以为我会体重。项目管理办公室（PMOS）理论上听起来很好：更好的项目可见性，协调，标准化，资源利用率等优化所有项目活动。伟大的，所以，让我们了解他们最具实施的PMO，然后采用这些最佳实践：它。有人会认为，在诸如PMO已经超过其他地方实施的地方，我们可以看看那里了解这些福利。
Think about it. You create a document on your laptop – it’s got performance results, strategic positioning statements and an analysis of the biggest risks to your operation and you email it to the senior management. Now there are a dozen copies of that document on as many laptops. Your colleagues have their company email synced to smartphones and tablets and within moments those sensitive documents are replicated dozens of times on as many devices. Those individuals concerned with losing data will back it up to memory sticks. Before you know it, the data you spent millions on protecting has spread like a virus across half the devices in your company in a highly concentrated, easy-to-understand form. Any one of those devices could be lost, mislaid, stolen or otherwise compromised, and it is an awful lot easier to crack email on a smartphone than a corporate firewall.
The third lesson to remember is that the invisible hand needs to make invisible opportunity visible. Even when companies strive to simplify the value chain, there are still opportunities, albeit they tend to be hidden and difficult to find. P&G has employed many typical strategies for creating value in the P2P process, including an ERP backbone "wrapped" with appropriate best of breed solutions, a supplier portal strategy and others.
In this ten-part series of procurement lessons from P&G, the first thing to keep in mind is that there is "no rest for the best." I have yet to meet a single “award winning” procurement organization that does everything well and has run out of opportunities to pursue. I always roll my eyes when companies want to find the ultimate world-class procurement organization to learn from. That’s impossible – it’s a search for a purple squirrel.
我一直认为自己有点小便克里克（尽管这个术语被Sarah Palin所吸引）。我的意思是，[...]中的主角
在本系列的第1部分中，我们介绍了采购生产力研究并涵盖了生产率打击列表的前半部分。在本版中，我们将[...]