About QAD Allocation
QAD Allocation, a division of QAD Inc., (Nasdaq: QADA) (Nasdaq: QADB), provides industry-leading strategic sourcing and supplier management solutions to help manufacturers deploy digitized source to contract solutions. QAD Allocation solutions help to achieve optimal supplier selection, accurate supplier performance analysis, improved supplier quality standards, supplier risk information and mitigation as well as reduced material costs within direct and indirect spend categories. QAD Allocation solutions are part of QAD’s Integrated Supplier Management set of capabilities designed to improve supply chain visibility and supplier performance, enabling faster response to changes in supply and demand. For more information about QAD Allocation, visit www.allocation.net/en
About Bureau van Dijk – A Moody’s Analytics company
We capture and treat private company information for better decision making and increased efficiency. With information on close to 400 million companies we are the resource for company data. Our information on companies’ financials, risk scores, PEPs and Sanctions, and probability of default indicators can help you manage your supplier risk and leverage your spending power.
Make better-informed decisions with a higher level of certainty – and save a huge amount of time. Procurement Catalyst is a risk assessment tool that enriches your supplier data with our market intelligence, clearly displayed for easy interpretation and a better view on your supplier portfolio. It can be completely aligned with your existing procurement processes and helps you validate your suppliers, business partners and to get a full picture using our extensive corporate ownership structure.
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Listen to Kristin and join her Theme Discussions! Sessions enabled by SAP Ariba – make sure to ask questions we know you have.
How do you use data, machine learning and robots to help create instant and actionable insights?
Those following EBG | Network know we have followed the transformational procurement development at SKF for several years. Step by step. How they walk the walk.
Today, end users have been given online tools (dashboards) with data insights that are aggregated with several data sources in order to make better decision making. New regression algorithms have been developed in order to predict and enable quicker decision making and thus lead time reductions.
Flexible contract authoring have, together with a new way of measuring and tracking savings and projects, increased the user adoption and compliance. This alongside a high focus on user interfaces to make the user experience as positive as possible.
Machine learning is being used to equip end users with useful and reliable data, Robotic Process Automation is replacing manual processes in order to get speed, compliance and cost savings.
The aim: transactions should be as automatic as possible and business decisions should be guided by smart tools and insights.
”Implementing our key purchasing processes S2C and R2P in a cloud solution has given us control to act fast in changing environments (for instance corona) where we easily and fast could change the spend behavior and follow up the results in a detailed manner. Furthermore our structuralized approach has given us data that we have made available to all our end users so they can act quickly, update category strategies and control supplier base” state Kristin Ang, Group Purchasing Strategy & Business Transformation Director at SKF, who during this session will give you a walkthrough how they have achieved the above.
Learn more about:
- What does the step by step digitization approach look like taken by SKF?
- How do you decide what to automate, which processes to hand over to robots and when to ad machine learning an AI?
- Who are the people involved and what are the competence needed to achieve a digitized transformation?
- What smart tools can be used to enable faster and better decision making in the organization?
How do you ensure a smooth transition to digitized and automated procurement?
Following the keynote, here you can ask questions to Kristin and SAP Ariba. Many are – or want to – embark on a more centralized and structured way of managing direct and indirect spend data. Making it easier for stakeholders to do informed decisions. Harnessing the power in supplier innovation. Automating and digitizing to make best use of talented people stuck in tactical work. Reduce cost and communicate savings opportunities. Often in global organizations with many different systems in place, de-centralized decision making and data all over the place.
Here you have an excellent opportunity to draw from both practitioner and technology insights.
- Have the pandemic created new situations in need to address with technology?
- How do you proceed digitizing procurement ensuring stakeholder engagement?
- What actions can you take tomorrow to evaluate how to make better use of data and technology?
Since the beginning of the pandemic, EBG have considered what is happening with buyer-supplier relationships. For years now EBG have shared and focused on ways to collaborate. To ensure both parties in business relationships are equals. That win-win and common desired outcome are the driving forces in as many business relationships as is possible.
Then came a pandemic. Disrupting supply chains, cutting supplies, keeping people apart. Sending many businesses into paths where the very existence and what to produce and sell is questioned. Short and long term.
EBG have shared the Vested business model and methodology for several years. It was a while though and the question came to mind – what happen to win-win when a global crisis hits the market? EBG are thrilled to share a session with Kate Vitasek, Faculty – Graduate and Executive Education, University of Tennessee & Author, educator and architect of the Vested business model at Sourcing Outlook! Few people are as inspirational and can explain future ways of collaborating as to the point.
On October 8th we will find out and You can join where ever you are. Sourcing Outlook will be an entirely online experience – enabling peers and experts from across the globe to come together. Even though we cannot meet in person, we can meet online. We can exchange first hand experiences and we can network and discuss from behind our desks.
Join us on October 8th to take part in the below session:
How are your supplier relationships and contracts holding up – are you reaching your desired outcome?
It is reasonable to think that many businesses have found that alone is not strong. That during the pandemic supply chains have been heavily stress tested. Entire product lines have been cut, re-designed and even re-modeled. How can you adjust if your contracts mainly focus on who’s to blame when something goes wrong and not on what your common desired outcome is?
As the need to be agile, to be innovative and to adapt to a possible new normal. Suppler relationships and collaboration will be in focus. But how? How do you start thinking and acting differently? Here you will get some food for thought and practical advice!
EBG have shared the Vested model framework and principles over the years. Now it will be interesting to learn from Kate Vitasek. How the win-win based, trust focused business model and methodology are holding up during a global crisis.
For those of you who do not know what Vested is, this will be explained too. From a Harvard Business Review article written by Kate and others we read “When Dell and FedEx reached their breaking point, they chose to abandon their existing contracting process and create a formal relational contract that specified desired outcomes and defined relationship-management processes at the operational, management, and executive levels. In the first two years, Dell and FedEx were able to reduce costs by 42%, scrap by 67%, and defective parts per million to record-low levels. Both companies now consider the contracting approach a best practice and have applied it in other relationships.”
What was the breaking point? How did they and other companies change their mindset and ways of working? How do you evaluate which of your contracts should be re-visited and re-aligned?