Procurement 
Excellence for Top 1%

New Series: Basics of Cloud Computing for Procurement Managers In this 5-part series, Supernegotiate will take you through what you need to know about the basics of cloud computing from a Procurement manager's perspective. In this first part, we are discussing what IaaS, PaaS, and SaaS are. Most importantly, when to choose which model.

New Series: Basics of Cloud Computing for Procurement ManagersIn this 5-part series, Supernegotiate will take you through what you need to know about the basics of cloud computing from a Procurement manager's perspective.In (http://perspective.In) this first part, we are discussing what IaaS, PaaS, and SaaS are. Most importantly, when to choose which model.Dive in!

Here it is! Supernegotiate case study on Apple - GTAT deal. This case study is a stark reminder of how not to negotiate (Hardball tactics) when dealing with technical "first" innovations. Many, many lessons here! A podcast will also follow later this week discussing this case study in depth!

Here it is! Supernegotiate case study on Apple - GTAT deal. This case study is a stark reminder of how not to negotiate (Hardball tactics) when dealing with technical "first" innovations. Many, many lessons here! A podcast will also follow later this week discussing this case study in depth!

In today's rapidly evolving business landscape, the procurement function is no longer just about cost savings; it's a strategic lever for driving overall business value. The traditional procurement KPIs, focused on savings and cycle times, are becoming obsolete1. To stay ahead, procurement teams must adopt new metrics that reflect a more strategic, forward-thinking approach1. This evolution involves moving from a focus on simple cost reduction to enhancing profitability, accelerating time to market, and building resilient and sustainable supply chains1.... By embracing these advanced KPIs, procurement can transform itself from a transactional function into a strategic partner1. The future of procurement KPIs centers around several key areas: • Profitability: Instead of just measuring savings, top-performing teams should focus on the percentage improvement in operating margin due to procurement initiatives1. This metric directly links procurement activities to overall business profitability1. • Speed to Market: Rather than just tracking cycle times, the focus should be on how quickly procurement can get materials for new products to market2. This requires a coordinated effort with marketing and sales to meet product launch timelines2. • Data Utilization: Digitization efforts should move beyond simply adopting new tools and instead focus on using data effectively4. Measuring the percentage of data utilized, along with having a library of use cases, is critical4. • Supplier Innovation: Beyond basic metrics like on-time delivery, procurement should focus on fostering cost innovation projects with strategic suppliers and evaluating the percentage of contracts at risk5.... • Working Capital Management: Procurement should focus on negotiating payment terms to achieve negative working capital and reduce reliance on large safety stocks of inventory7. • Risk Management: This area must expand from traditional risk factors to include cyber security and near-shoring efforts, while also addressing troubled suppliers8.... • Sustainability: The focus should be on measuring and reducing scope 3 emissions in the supply chain, moving from spend-based to emission-based approaches3. • Upskilling Teams: Procurement teams need training in spend analysis, negotiation, and increasingly, data science and game theory, enabling them to make data-driven decisions and negotiate effectively10.... This shift represents a move from basic, reactive procurement to strategic, proactive practices that truly impact the bottom line. These new KPIs provide a roadmap for procurement to become a strategic function, contributing directly to the overall success of the organization

In today's rapidly evolving business landscape, the procurement function is no longer just about cost savings; it's a strategic lever for driving overall business value. The traditional procurement KPIs, focused on savings and cycle times, are becoming obsolete. To stay ahead, procurement teams must adopt new metrics that reflect a more strategic, forward-thinking approach. This evolution involves moving from a focus on simple cost reduction to enhancing profitability, accelerating time to market, and building resilient and sustainable supply chains. By embracing these advanced KPIs, procurement can transform itself from a transactional function into a strategic partner. The future of procurement KPIs centers around several key areas: • Profitability: Instead of just measuring savings, top-performing teams should focus on the percentage improvement in operating margin due to procurement initiatives. This metric directly links procurement activities to overall business profitability. • Speed to Market: Rather than just tracking cycle times, the focus should be on how quickly procurement can get materials for new products to market. This requires a coordinated effort with marketing and sales to meet product launch timelines. • Data Utilization: Digitization efforts should move beyond simply adopting new tools and instead focus on using data effectively. Measuring the percentage of data utilized, along with having a library of use cases, is critical. • Supplier Innovation: Beyond basic metrics like on-time delivery, procurement should focus on fostering cost innovation projects with strategic suppliers and evaluating the percentage of contracts at risk. • Working Capital Management: Procurement should focus on negotiating payment terms to achieve negative working capital and reduce reliance on large safety stocks of inventory. • Risk Management: This area must expand from traditional risk factors to include cyber security and near-shoring efforts, while also addressing troubled suppliers. • Sustainability: The focus should be on measuring and reducing scope 3 emissions in the supply chain, moving from spend-based to emission-based approaches. • Upskilling Teams: Procurement teams need training in spend analysis, negotiation, and increasingly, data science and game theory, enabling them to make data-driven decisions and negotiate effectively. This shift represents a move from basic, reactive procurement to strategic, proactive practices that truly impact the bottom line. These new KPIs provide a roadmap for procurement to become a strategic function, contributing directly to the overall success of the organization