There is a tremendous variety of direct materials procure-to-pay solutions. Here we explore a framework for understanding the P2P solutions landscape.
Sourcing and Procurement
Solutions, practices, policies, processes related to sourcing and procurement.
Direct Materials P2P—Part Four
Here are results from our survey and interviews with over 120 manufacturers about their level of direct materials P2P automation, why they automate, the KPIs they use to measure success for their direct P2P, and more.
Pallet-level Monitoring – Part One
Pallet-level monitoring enables a more intelligent approach to distribution—Intelligent distribution and FEFO inventory management (First Expired, First Out)—as well as providing the data needed to optimize end-to-end processes for maximum shelf life. Implementing these approaches can cut losses in half for retailers and growers.
Last Mile Delivery Excellence – Part Two: Simplicity, Efficiency, Profitability
Perfecting the customer’s last mile delivery experience can be achieved by reducing logistics complexity and increasing efficiency, while controlling costs.
Direct Materials P2P—Part Three
Direct Materials P2P—Part One
The procure-to-pay process (P2P) for direct materials resists standardization and automation. As the critical execution phase of source and procurement, it is where the rubber meets the road for inbound materials. This is the first in a series on direct P2P, based on our primary research interviews and surveys we conducted.
Millennials’ Desire for Meaning in Work – A Potential Key to Addressing the Supply Chain Talent Shortage
Millennials are seeking jobs with meaning and purpose. They are more concerned about social and environmental issues. Companies that are strongly committed to sustainable and responsible supply chains have an advantage in attracting and retaining younger supply chain professionals.
Integrating a Divided World Through Procurement
This landmark report describes how procurement can be a catalyst for change, creating true inclusion by strengthening relationships with small and minority suppliers.
Growing the Network Effect Beyond T&E
SAP Concur recently launched SAP Business Exchange. The vision is bold: to provide an SMB community—across all of SAP and beyond to non-SAP customers—that aggregates purchasing power, provides peer benchmarking, facilitates collaboration, and promotes corporate responsibility. Also at Fusion, we heard about SAP Concur’s continuing progress towards the expense report that writes itself, their use of AI/ML, and other innovations enabling SAP Concur’s clients to simultaneously achieve compliance and employee satisfaction in T&E processes.
How Some Manufacturers and Distributors Are Thriving in the Age of Amazon: Part Two – Optimizing
Amazon subsidizes their fulfillment costs by billions of dollars annually. This has set expectations for free or very low cost shipping, not just for consumers, but businesses as well. Here we discuss ways to integrate channels more effectively, continually drive out costs, and increase efficiencies in fulfillment and operations tom compete in today’s world.
Leveraging Global Trade Data-as-a-Service: Part Two – Applications of Trade DaaS
Here we discuss applications of Trade DaaS including ERP/GTM integration, supply chain risk management, sourcing optimization, supplier discovery, price discovery, total landed cost, compliant duty optimization, should-cost modeling, ecommerce, real-time denied party screening, competitive intelligence, lead generation, and KYC.