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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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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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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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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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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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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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