LinkedIn Buyers Meeting Point procurement Kelly Barner twitter Buyers Meeting Point procurement Kelly Barner scribd Buyers Meeting Point procurement Kelly Barneryoutube Buyers Meeting Point procurement Kelly BarnerAdobeStock podcasticon

Dear Procurement… I need to make a profit! (Thinkers360)

This content was published on the Thinkers 360 member blog on July 23, 2020

If you’re a small business owner, you’re certainly not alone in being fed up with “us” – meaning corporate procurement. That seems like a funny thing to say these days, as I’m not really in procurement anymore. I am on the small vendor side and I completely sympathize with your procurement overhead struggles.

That said, I think I can connect the two sides of my experience – being in corporate procurement and running my own B2B business – to provide some actionable advice that you and others may be able to use to protect your bottom line while aggressively growing the top line.

Click here to read the rest of the article.

The Critical Importance of Contingent Workforce Post-COVID-19

This content is made possible by SAP Procurement

Strategic management of contract and contingent workforce resources will be essential to business recovery in the aftermath of the COVID-19 pandemic. The widespread uncertainty all companies face demands creative flexibility and each leadership team will need to find efficient ways to re-open and expand by connecting talent bandwidth with customer demand.

Temporary or external workers can be brought on quickly to help companies rebuild their momentum and re-energize sales. This makes it possible to achieve business continuity without creating stumbling block commitments a few months into the future when conditions require yet another shift. While the speed of resource availability is a critical advantage for a contingent workforce, it is not the only one, and the value of these services is closely tied to the in-house teams they are partnered with.

Continue Reading

Re-establishing the Enterprise’s Risk Appetite (ATSC Blog)

This content was published on the ATSC Blog on July 27, 2020

Since risk is a reality in business, and ‘certainty’ is an extremely expensive proposition, an enterprise’s appetite for risk has always been measured on a sliding scale. Companies with a low appetite for risk prefer steady predictability to meteoric growth. Companies with a high appetite for risk are willing to experiment and even accept the possibility for failure in pursuit of huge returns. The diversity of global companies and industries allows for both appetites; the question for each leadership team is what their current appetite is and how that affects short term decisions vs. long term planning.

There are many factors that go into determining a company’s risk appetite. Even the most straightforward decisions, such as the background of a job candidate or an alternate component design will be made based on the internal culture around risk.

Click here to read the rest of the article.

Avoiding Software Purchase Remorse (MyComplianceOffice)

This content was posted on the MyComplianceOffice blog on July 8, 2020        

When a company makes the decision to implement compliance software, the steps they take at the very beginning of the process are likely to determine whether they end up with the right technology. Procurement’s strategic sourcing process provides an effective methodology for identifying, comparing, and selecting a vendor, but it cannot be effective without a solid foundation of objectively set specifications and requirements. Without the right process and inputs, regret is just around the corner.

Continue Reading

More Articles

BMP 10 banner logo