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  • Procurian Spend Trends Report 4Q 2013

    This Spend Trends Report summarizes top trends we are observing in each major spend area by drawing data from thousands of projects and billions of dollars of spend. From changing market dynamics to new spend optimization strategies, this document distills the most important trends we see today, and offers new initiatives for leaders to consider.

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  • Senseless Waste

    There is no nice way to say this: your company is wasting a huge chunk of potential profits every year and it's your fault. If you're a big company, that waste could easily be hitting tens of millions of dollars. All of it recoverable. All of it available to drop straight to your bottom-line. If you're the CFO, a finance professional, a board member or a senior manager in just about any department, this waste is on your watch. (Fortunately, so are the means to recover it.)

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  • Why Everyone Hates the Procurement Department

    The Procurement department isn’t exactly winning any popularity contests, and frankly - as procurement professionals ourselves - we’re tired of it! This e-book is about fighting back and earning the respect and credibility we deserve and getting the resources needed to do so.

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  • Reach Further

    Procurement professionals have always been great at direct procurement. When it's strategic, integral to the company's product and critical to the success of the business, the procurement department shines. But when it comes to indirect and other non-core spending - everything from travel to energy to marketing services - procurement has always struggled to make a real impact. And this is understandable: indirect is nothing like direct procurement that the entire discipline was designed to address. Download this ebook to learn how you can extend your reach and conquer indirects once and for all.

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  • Information Asymmetry

    In this eBook we take a look at how Information Asymmetry cripples the procurement department and all stakeholders in their efforts to get indirect spend under control. This isn’t about a minor inconvenience. It’s about a massive disadvantage that hands power to your suppliers and siphons profits from business.

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  • Follow-Through In Indirect Procurement

    Ask CFOs about the number one thing they want their procurement departments to improve and the answer is nearly unanimous: they want to see proof that negotiated savings on indirect spend actually hit the bottom-line. Every business has seen it over and over again: a great contract is secured - a massive improvement over the last contract. But when they look for the supposed 'savings'... they simply can't find them. Somewhere between the contract being sourced and money actually being spent, the savings have leaked away.

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  • How to Choose the Right Indirect Spend Optimization Strategy

    This document seeks to provide a summary of data from The Everest Group on the four primary transformation strategies leveraged by companies to optimize their indirect spend and contrasts the net financial benefits of each. You can access the full version of the report here.

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  • 5 Biggest Areas of Corporate Spending Waste

    Don’t let corporate waste happen on your watch. Understand the impact of the three biggest obstacles to effectively managing indirect spend—limited reach, lack of information, and lack of follow-through—and how these issues are causing waste in your business today. These obstacles can be overcome with specialist procurement expertise, real-time market intelligence, and integrated procurement processes. With the right set of expertise, intelligence, and process, you can stop corporate waste in its tracks and start driving significant value for your firm.

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  • Planning for 2014: Five Critical Areas All Manufacturers Should Address

    Manufacturing is a key driver of the U.S. economy, representing 11.9 percent of GDP and supporting an estimated 17.2 million jobs in the U.S. The manufacturing sector has been an important contributor to the recent economic recovery in the U.S. and industrial output continues to grow. Yet, manufacturers still face economic and political challenges. This paper outlines some of the most important issues facing manufacturers as they look forwards to 2014.

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  • Understanding the Media Measurement Opportunity

    Marketers are being asked to be innovative and cutting-edge all while facing top-down pressure on their marketing budgets. So how do you know if you are making the right investments in your marketing budget? This report details why media measurement is so challenging and explains the three areas to explore in order to driving more value from your media investments.

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  • How Software Maintenance Fees Are Siphoning Away Your IT Budget—And How To Stop It

    Software maintenance costs average 10-25% of total IT spend depending on your industry. Now is the time to take a fresh look at what you are spending on software maintenance in order to effectively manage and contain this high cost area and minimize waste. Download this report to learn about three ways you can optimize software maintenance costs for your company.

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  • Managing Legal Fees

    Legal Services is a large area of corporate expenditure, but the process for managing legal spend at most companies is broken. Few firms apply any sourcing discipline in the legal area for fear of impacting relationships and service levels, and the need for high quality legal services has grown increasingly specialized. Despite these complications, there has never been a better time to take a fresh look at your legal services strategy. Download this paper to read about three major focus areas to help you better manage this critical area of corporate spend.

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  • You're Missing The Point!

    Although indirect spend represents 15-30 percent of revenues, most companies don’t professionally manage this large cost area. The result: a margin point or more of lost savings opportunity. This eBook describes the three major reasons companies fail to realize this margin point—using generalists instead of specialists; buying blind; and disconnected processes—and outlines the key enablers that help world-class firms drive five times the savings of the average company. Learn how to stop missing the [margin] point!

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  • The State of Manufacturing: A Positive Economic Outlook for 2014 and Beyond

    With the recent uptick in activity in the manufacturing sector, there is reason to be positive about the outlook for an ongoing Manufacturing Renaissance in the US. This report details the four major manufacturing trends and what to watch for as we move into 2014.

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  • The Five Things Utilities Don’t Want You to Know

    As companies plan for the future, it is important to take a hard look at energy budgets in both regulated and unregulated states to ensure savings are not being left on the table. Download this paper to learn the five critical things utility companies don’t want you to know and ways to effectively manage this area of spend.

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  • Manufacturing Renaissance: Opportunities and Challenges Facing Manufacturing

    As the economy continues to recover, there are many tailwinds for the U.S. manufacturing sector, including high productivity, increasingly competitive labor rates, and a favorable energy cost environment supported by the shale gas revolution. At the same time, challenges abound ranging from a weak global economy, to a number of structural and regulatory challenges. All told, the potential exists for a real renaissance in U.S. manufacturing – this paper outlines the challenges and opportunities facing the industry and the solutions that can enable the manufacturing renaissance.

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  • Logistics Strategies

    This report is part of an ongoing research series called the Procurian & Spend Matters Category Watch—a collaboration between Procurian’s deep category specialists, and analysts from Spend Matters. This report takes broad look at a number of logistics topics from sourcing strategies to big data to energy/fuel management. Download the report for more insights from Procurian’s Logistics team and thoughts on how to leverage those insights to drive more value from your logistics spend.

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  • The Real Estate Hangover

    Real estate is a critical, but frequently mismanaged, corporate asset. Despite the strategic importance of real estate as a place of work, a representation of corporate culture, and a reflection of the brand, the average firm has 30-50 percent more space than it needs (and often the wrong kind of space). Read this paper to understand why your company is likely being negatively affected by an over-supply of physical space, or managing existing facilities in a sub-optimal way, and the three strategic steps you can take to get real estate back under control.

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  • Reading Between the Lines—What Agency Consolidation Means for Marketers

    Marketers need to take a fresh look at how to get the best results from their agency network relationships in the current age of consolidation. This paper helps marketers read between the lines of what the consolidation trend means, and outlines six key actions that marketing teams should consider to optimize agency network relationships.

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  • Turning Energy Data into Operations Intelligence

    FMA’s Progressive Manufacturing Summit gathers industry leaders across Manufacturing, Operations, Supply Chain, Logistics, Human Resources and Procurement to discuss strategies for improving operational efficiency, supply chain and manufacturing processes. Procurian’s own Gary Landsberg, presented on turning Energy Data into Operational Intelligence.

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  • Three Key Opportunities in Health Benefits Management

    Employers are being forced to re-examine their health benefits philosophies in the face of continually rising health care costs, and a rapidly evolving regulatory backdrop. Learn about three major opportunities to consider to manage health care benefits costs.

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  • Procurian Spend Trends Report 3Q 2013

    Drawing upon analysis of data from thousands of projects and billions of dollars of spend across work for more than 100 clients, and combined with deep supply market insights, this Spend Trends Report summarizes top trends we are observing across major indirect spend areas during 3Q 2013. From changing market dynamics to new spend optimization strategies, this document distills the most important trends we are seeing today, and offers new initiatives for leaders to consider.

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  • Procurian Spend Trends Report 2Q 2013

    Drawing upon analysis of data from thousands of projects and billions of dollars of spend across work for more than 100 clients, combined with deep supply market insight, the Spend Trends Report summarizes top trends we are observing across each major spend area. From changing market dynamics to new spend optimization strategies, this document distills the most important trends we see today, and offers new initiatives for leaders to consider.

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  • Kimberly-Clark and Procurian on: Partnering with Marketing through Strategic Category Management

    This is a presentation that was originally prepared for and shared during Procurement Leaders 2013 Boston Forum, during which it was presented by Lowell Turner, Global Procurement Director, Marketing, Kimberly-Clark in collaboration with Suzanne Liss, Group Category Lead, Procurian. This presentation outlines how Kimberly-Clark’s Procurement team is partnering with their marketing organization to drive innovation and growth, shares success stories from along the journey and best practices for partnering with stakeholders.

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  • Energy Market Forces: Friend or Foe?

    Think about the way you purchase and manage energy today. Now think again. As dynamic energy pricing becomes more prevalent, multi-site organizations have new opportunities to take control and optimize their energy costs. Times are changing, and today organizations can leverage new pricing models and rate structures to create a portfolio approach to their energy spend. Download this report to learn about new strategies that will help you control your energy costs.

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  • 2013 Outlook: 7 Things that will Impact Costs and How to Respond

    Our monitoring of financial and supply markets suggests seven major things that will affect costs in 2013 including potential cost pressures that will need to be carefully managed and opportunities to capture savings. In this report, we highlight specific actions to manage risks and drive value derived from our experience working with clients to optimize indirect spend.

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  • The CFO Punch-List

    Corporate profit margins are at multi-year highs—and so is productivity—which implies that many firms are operating with lean workforces, and have captured many low-hanging cost-cutting opportunities. Still, multiple surveys of CFO priorities indicate that the pressure is still on to continue to deliver more cost savings, improve cash flow, and enter new markets or new product categories…and accomplish all these goals in an extremely challenging business climate. Download this whitepaper to learn the top needle-movers you can attack today.

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  • Summer 2013 Logistics Pricing Review and Outlook

    This is the initial edition of a research series called the Procurian & Spend Matters Category Watch—a collaboration between Procurian’s deep category specialists, and analysts from Spend Matters. This report digs into Logistics, specifically the trucking and intermodal markets, and details a number of insights and trends based on analysis of Procurian data. Key conclusions: flat pricing trends seen so far in 2013 are likely to continue in the second half of the year while intermodal adoption will continue to be a key consideration especially for longer routes. Click for more analysis…and implications for CFO’s, CPO’s and logistics professionals.

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  • Optimizing Indirect Spending: Finding the Right Transformation Strategy

    Optimizing indirect procurement provides an avenue to create a direct bottom line impact while also improving processes and better enabling strategic business objectives. This report from Everest Group provides pros and cons for four typical options.

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  • Get More From Your Non-Core Spend

    This report reveals that companies are missing a significant opportunity to drive 1-3% in bottom-line impact by under managing their non-core (or indirect) spend. The report, written by Everest, a leading independent research firm, provides detailed insights on the barriers preventing companies from maximizing the bottom-line impact of their non-core savings initiatives and specific recommendations to close the gap.

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  • What’s Wrong with Traditional Energy Management?

    Although many firms have implemented short-term measures to address energy costs and sustainability commitments, these efforts are largely falling short. Our benchmark data and research indicates that for most firms, 50 percent of their initial energy savings disappear within the first 6-12 months due to lack of continuous monitoring, analysis, and corrective action. However, significant opportunity to deliver value remains. This paper looks at why traditional approaches are failing, and outlines an active energy management approach that changes the game and generates sustainable energy cost reductions.

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  • The Guide to REAL Realized Savings

    This paper defines realized savings, addresses the pitfalls that cause savings leakage, outlines the most common savings methodologies, and recommends steps an organization can take to establish a realized savings discipline and infrastructure.

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  • The Market Intelligence Opportunity

    With increasing end-market volatility and building pressure for firms to do more with less, the need for World-Class Procurement is more pressing than ever. But building World Class Procurement – and the Market Intelligence capability to support it – is a challenge even for the most well-funded and progressive organizations. This whitepaper outlines an approach to developing a world-class market intelligence strategy and capability.

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  • The New Procurement Defined

    In collaboration with F1000 clients, we have defined an advanced approach called The New Procurement™, which seeks to elevate the role and impact of procurement. This approach calls for leaders to transform the way their organizations manage indirect spending, maximize the impact of every dollar spent, and capture the hundreds of millions of dollars being left on the table. Learn more about this new standard of procurement excellence in this report.

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  • Hackett Research: A New Procurement Model for the New Normal

    New research from The Hackett Group proves that World Class procurement organizations practice The New Procurement principles, optimizing results and transforming procurement into a strategic business and finance partner. Learn about this new procurement model for The New Normal in this report.

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  • The New Procurement™ in Practice at Timken

    During Procurement leaders 2013 Chicago Forum, global procurement executives shared their perspectives and insights on the procurement industry and how Procurement is helping to drive greater impact for business today. As part of this event, Carl Musille, General Manager, Procurement, The Timken Company, presented on his company’s commitment to and pursuit of The New Procurement over the last decade and their results. Procurian’s own, Sean Clince, Regional Delivery Leader, co-presented with Carl during this session, on how he helps clients accelerate their journey to The New Procurement to drive sustainable and maximum impact.

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  • How BlackBerry is Transforming Procurement in a Rapidly Changing World

    During Procurement leaders 2013 Chicago Forum, global procurement executives shared their perspectives and insights on the procurement industry and how Procurement is helping to drive greater impact for business today. As part of this event, Mathew Moore, Director Corporate Procurement, BlackBerry presented on how he is leading Procurement transformation within BlackBerry in a rapidly changing world. Download this presentation to learn about his journey and tips for practically transforming procurement.

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  • The Procurian Difference

    Indirect Procurement is tough. It's shattered across hundreds of categories and thousands of stakeholders. And even when you do identify savings, it can be ridiculously hard to actually see them hit the bottom-line. However, the right partner can help with all of this (a lot). Download this ebook to learn about the five top reasons why we think we are the best partner to help you get the most from your indirect spend.

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  • Blueprint for Large Capital Project Delivery

    Industrial construction spending is rebounding after a long lull, however many firms lack some or all of the internal resources required to successfully manage large capital projects successfully. This paper outlines a best-in-class Blueprint for Large Capital Project Delivery with three major recommendations to help organizations successfully manage capital projects on-time and on-budget, and uncovering millions of dollars in savings that would otherwise be lost.

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  • 6 Tactics to Drive 15%+ Energy Use/Cost Savings

    The energy consumed by the after industrial or manufacturing facility dwarfs the energy consumed by the average household or consumer. Just a small reduction in energy use (15%) can have the same environmental impact as taking hundreds of cars off the road for a year. This infographic lays out the numbers, and lists tactics to help lower energy use, save money, and simultaneously have a positive environmental impact.

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  • 2013 Outlook for Manufacturers: 7 Things that will Impact Costs and How to Respond

    Our monitoring of financial and supply markets suggests seven major things that will affect costs in 2013 including potential cost pressures that will need to be carefully managed and opportunities to capture savings. In this report, we highlight specific actions that Manufacturing companies can take to manage risks and drive value derived from our experience working with clients to optimize indirect spend.

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  • Next Generation Cost Savings – Driving Margin Improvement

    Facing continued pressure to sustain savings, executives must also identify new ways to fund strategic initiatives, margin expansion and growth. Until economic conditions have stabilized, operational efficiency and cost reduction will remain a strategic priority. This paper explores how some leaders are tapping the next generation of cost savings by optimizing their indirect and under-resourced areas of spending.

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  • Savings Visibility - Measuring and Getting Credit for Realized Savings

    It is paramount today that the procurement function has the ability to implement strategies to reduce costs by tracking non-core, or indirect, costs and visibility to savings on these expenditures. The Hackett Group has found that companies capable of tracking realized savings as they occur, as opposed to booking the savings promised at the time supplier contracts are negotiated, see 71% higher actual savings. Learn about the key requirements and enablers for improving savings visibility and measurement on indirect spending in this report.

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  • Next Generation Cost Savings – Unlocking Millions for Reinvestment

    Facing continued pressure to sustain savings, executives must also identify new ways to fund strategic initiatives, margin expansion and growth. Until economic conditions have stabilized, operational efficiency and cost reduction will remain a strategic priority. This paper explores how some leaders are tapping the next generation of cost savings by optimizing their indirect and under-resourced areas of spending.

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  • PL+ Controlling The Flow of Indirect Spend

    A recent Procurement Leaders Plus supplement focused exclusively on the often chaotic area of indirect procurement – a complex place, in which CPOs in multinational organizations are dealing with thousands of stakeholders and a similar number of suppliers. Download this report to learn everything you need to know about Indirects.

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  • Next Generation Cost Savings – Driving Margin Improvement for Manufacturing Leaders

    Facing continued pressure to sustain savings, executives must also identify new ways to fund strategic initiatives, margin expansion and growth. Until economic conditions have stabilized, operational efficiency and cost reduction will remain a strategic priority. This paper explores how some leaders are tapping the next generation of cost savings by optimizing their indirect and under-resourced areas of spending.

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  • Defending Margin: Launching a Counter-attack on Rising Commodity Costs

    Facing analyst expectations for continued increases in commodity costs, executives are looking for new ways to address margin pressure without impacting customer preferences. Learn how you can defend your margins in this report.

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  • Next Generation Cost Savings – Driving Margin Improvement for Consumer Products Leaders

    Facing continued pressure to generate savings, consumer products executives must also identify new ways to fund strategic initiatives, margin expansion and growth. Until economic conditions have stabilized, operational efficiency and cost reduction will remain a strategic priority. This paper explores how some leaders are tapping the next generation of cost savings by optimizing their indirect and under-resourced areas of spending.

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  • Hackett Research: Closing the Gap Between Claimed and Real Savings on Indirect Spending

    This research from The Hackett Group highlights the importance of finance’s ability to track non-core, or indirect costs, and document savings on these expenditures. Achieving savings visibility requires a combination of technology, process and expertise and deep collaboration with the procurement organization.

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  • The Affordable Care Act - Affirmed

    The current wave of mandates related to healthcare reform legislation represents a wide range of challenges for HR and Benefits organizations, as well as opportunities for organizations that take a proactive approach. Download this report to learn about the implications of the ACA on HR and Procurement leaders.

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  • Airline Alliances: Opportunities for Buyers or Airlines?

    While airlines have merged or formed strong alliances for their own survival, Procurement organizations should recognize both the opportunities that can be taken advantage of or lost by negotiating with alliances. Download this report to learn more.

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  • Fueling the Growth Engine: Putting More Marketing Dollars to Work

    An opportunity exists for Consumer Products companies to reduce non-working costs by as much as 25 percent, and convert the savings into active marketing investment dollars. Learn how in this report.

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  • Stemming Savings Leaks

    This article, by Procurement Leaders, explores the causes of savings leakage and recommends a few courses of corrective action and preventative measures. Download this report to ensure all savings flow through to your company’s bottom-line and that you get the credit you deserve.

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  • The Visible Difference of Market Intelligence

    It’s not just a lack of transparency that can impact an organization’s ability to control indirect spend – a lack of insightful market intelligence appears to be another major problem area, explains this Procurement Leaders article. Download this report to ensure that your suppliers aren’t taking advantage of you and that you making informed buying decisions.

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  • The Statistical Nightmare for Procurement

    A survey of more than 300 procurement executives by Procurement Leaders found that while there is a great opportunity for companies to find savings through optimizing their indirect spending, an alarming proportion of companies are ill-equipped to capture this opportunity on their own. Download this article to learn how others are tracking on indirects, and how you compare.

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  • Indirect Spend - The Missed Opportunity

    Despite the fact that indirect spend represents 20-40% of the average company’s revenues, roughly 50% of the average company’s indirect expenditures are not put through a disciplined procurement or sourcing process. This points to a significant opportunity – one that if addressed in the right way can be translated into visible bottom-line benefit. Learn more about this opportunity by downloading this article by Procurement Leaders.

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  • Six Ways You're Wasting Money On Corporate Travel

    With travel costs representing 1 percent of revenues for the average company, it’s a significant area of spend. However, travel is extremely difficult to manage because it’s highly fragmented, requires expertise in many areas, and is complicated by the personal preferences. Learn about six ways your travel dollars are being wasted, and some of the steps you can take to stop travel waste and drive savings to your company’s bottom line.

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  • Next Generation Cost Savings – Funding Growth and Innovation for Consumer Products Companies

    Facing continued pressure to drive savings, consumer products executives must also identify new ways to fund strategic initiatives, margin expansion and growth. Until economic conditions have stabilized, operational efficiency and cost reduction will remain a strategic priority. This paper explores how some leaders are tapping the next generation of cost savings by optimizing their indirect and under-resourced areas of spending.

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  • Marketing Supply Market Insight: Managing the Digital Eco-System

    CMOs are faced with an ever-changing digital landscape that has led to more agencies, more management complexity, and more room for suboptimal performance - all leaving less time for strategy. Learn how to optimize relationships with digital partners while gaining more time to focus on marketing.

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  • Corporate Services Supply Market Insight: The External Audit Opportunity

    Procurement needs to demonstrate sensitivity to the unique characteristics of external audit spend. By demonstrating an understanding of the business’ needs and knowledge of external audit regulatory bodies and specific regulations that impact the firm, Procurement can bring a new level of transparency, visibility and accountability to the evaluation of external audit. The result: tangible savings as high as 30 percent. Download this paper to learn from our experts how to capture this opportunity.

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  • 2013 Outlook for Consumer Products Manufacturers: 7 Things that will Impact Costs and How to Respond

    Our monitoring of financial and supply markets suggests seven major things that will affect costs in 2013 including potential cost pressures that will need to be carefully managed and opportunities to capture savings. In this report, we highlight specific actions that Consumer Products companies can take to manage risks and drive value derived from our experience working with clients to optimize indirect spend.

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  • Margin Improvement in EMEA - You're Missing The Point!

    If you could identify a way for your company to improve margins by a point or more of savings to the bottom line, what would that make you? A Hero? This eBook describes the three major reasons companies in EMEA fail to realise this margin improvement of a point (or more) and shows you how you can stop missing millions of Euros and Pounds in potential savings.

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