Procurement Transformation is under way, and in addition to processes and people, many organizations are considering implementing a Source-To-Pay (S2P) solution in the next 18 months. The market is evolving incredibly fast with innovations like Artificial Intelligence, Robot Process Automatization and it’s hard to remain up to date.
12 Recommandation To Implement a Source-to-Pay solution$0.00 Axbility Consulting
Anyone could advise you to clearly define your project before launching it. However, before defining and scoping the implementation of a solution you should assess and define the organization in which you want to implement it. By doing that, you will be able to build the strategic alignment between this IT project and your organization, and thus define a tailored project.
12 Recommandation To Implement a Source-to-Pay solution-Assess your Maturity$0.00 Axbility Consulting
Remember that you have previously defined the main goals and requirements of your organization, and the way you want to implement this solution. It is now time to gather more detailed functional needs.
12 Recommandation To Implement a Source-to-Pay solution-Choose right vendor$0.00 Axbility Consulting
In the previous article, we talked about software provider selection. Now, it is time to setup your Project planning: project planning is a kind of roadmap that you need to follow to ensure that the project goes in the right direction.
12 Recommandation To Implement a Source-to-Pay solution-Fix and respect your project planning$0.00 Axbility Consulting
During the first step, you have assessed your organization maturity and identified the actions to strengthen it. But above all, you now have a clear vision of your organization stakes and goals. It is now time to define your implementation strategy.
12 Recommandation To Implement a Source-to-Pay solution-Plan a global implementation strategy$0.00 Axbility Consulting
Previously, you have defined the main lines of your S2P project and select the best vendor. However, after having consulted several software providers, you are now aware of the multitude of functionalities available in the market. That is why you need to remember your project goals, to avoid irrelevant solution implementation.
12 Recommandation To Implement a Source-to-Pay solution-Remember project goals set up$0.00 Axbility Consulting
One of the main key success factors of a S2P implementation project is the quality of deliverables. But before talking about good document quality, you first need to get these documents either from your team or from your software provider.
12 Recommandation To Implement a Source-to-Pay solution-What kind of deliverable do we need$0.00 Axbility Consulting
Before starting an S2P project, it is necessary to be aware that data related topics are crucial to ensure a proper operation of the solution. Our clients often do not enough focus on data issues and do not consider data as one of the pillars to succeed in implementing their S2P project.
12 Recommendation to Implement a Source-To-Pay Solution$0.00 Axbility Consulting
Every Year Technologists, security professionals, and risk managers comment extensively “unprecedented” level of change we have or will experience as we move from year to year. In fact, change- and the proliferation of new threats- has become the only constant we can expect.
2019 Cyber Security Risk Report$0.00 AON
The future of work is at the heart of every major socio-economic-political debate raging around the world today. All of these discussions – be they about walls across borders, migrants landing on the beaches of Southern Europe, surveillance policies in Xinjiang, hard or soft Brexits, taxi services in Paris or the concentration of wealth among the 1% – are rooted in the topic of the nature and distribution of work. From work, and what is derived from it – money –comes power.
21 More Jobs of the Future$0.00 Cognizant
On display in the Berlin Air Show in June 2016 was ‘Thor’ – the small Airbus marvel that is the world’s first aircraft wholly produced by additive manufacturing (AM). Windowless weighing in at just 21 kilos (46 pounds) and less than four meters (13 feet) long, the drone Thor – short for “Test of High-tech Objectives in Reality” – resembles a large, white model airplane.
3D Printing$0.00 Ipsos Business consulting
Let's take a look at how clients and consultants are responding to the challenges of distribution.
4 Major Flaws of Consulting That Will Foster DisruptionConsulting Quest Sourcing
New technologies are fundamentally disrupting the business model for consumer products companies around the world. Relationships between manufacturers and retailers – and the consumers they share – are changing, and new business models are emerging. This is a challenge, certainly, but also a tremendous opportunity.
Achieving Profitable Growth in Consumer Products$0.00 Alix Partner
Artificial intelligence (AI) has the potential to transform the pharmaceutical industry. Each of the major pharma players is investing in the technology at some level, and there are a growing number of applications that address target and drug discovery, preclinical and clinical development, and postapproval activities.
Artificial Intelligence in Life Sciences$0.00 LEK
Consciente de son ADN et connectée à celui-ci, l’entreprise peut regarder les autres non comme des références absolues mais comme des sources d’inspiration, avec lucidité et sang-froid
BACK TO DNA – Pour construire l’avenir connectons nous au passéLa Boetie Partners
With the UK’s default to leave the EU without a deal, there are a number of steps businesses in the life sciences sector should take to prepare. Many companies in the sector are faced with simultaneously navigating an increasingly complex regulatory environment while trying to mitigate as much as possible the significant impact of Brexit – including the effects of weak drug development pipelines, access to talent, supply chain disruption and potentially reduced research and development (R&D) funding.
Brexit Industry Insights$0.00 Deloitte
Despite having spent years and countless millions on optimising their operations, 61% of companies (according to the Economist’s Intelligence Unit1) find themselves frustrated with the same problem. They have difficulty executing short and mid-term strategy and fail to reach their strategic objectives because of gaps in their organisation.
Building a Fit-to-Win Organization$0.00 Efeso
Building The Automotive Industry of 2030$0.00 Oliver Wyman
The financial crisis and its effect on the real economy initiated a debate at the beginning of 2009 on the need to change the financial industry regulation in order to prevent new crises, mitigate systemic risk and develop a balanced framework for competition.
Capital Adequacy for credit risk: A practical exercise$0.00 Management Solutions
SOMETHING BIG SEEMS TO BE happening at corporate lunch counters the world over. We’ve recently been involved in a series of client conversations involving the formation of new consolidation JVs – that is, ventures to combine mature businesses into a jointly-owned entity.
Consolidation Joint Ventures: Why to Consider These Deals$0.00 Water Street Partners
LAST YEAR, we wrote about why corporate Boards of Directors should care about their portfolios of non-controlled joint ventures. In short, these portfolios tend to be more material than realized, carry underappreciated and often inappropriately managed levels of risk, and contain latent performance upside – all of which are challenges to corporate Directors increasingly exposed collectively and personally to regulatory and shareholder scrutiny.
Corporate Social Responsibility in Non- Controlled Joint Venture Assets: Why Corporate Boards Should Care$0.00 Water Street Partners
Ensemble de signes et de symboles pour certains, ensemble « d’attentes, de mémoires, d’histoires et de relations » pour d’autres (S. Godin), la marque est un pilier fondamental de toute offre : la marque permet l’identification et la différenciation pour développer une émotion positive, depuis la réassurance jusqu’au désir…
Développer la valeur de sa marque$0.00 Mawenzi Partners
Digital Transformation in the Finance Function
Digital transformation in the finance function$0.00 Oliver Wyman
Industry 4.0’s investments and approaches will actually increase the levels of competitiveness of companies only if they are used to enable new levers of competitive advantage. It is therefore necessary to have a strategic vision that can identify the new Products/Services that can be offered to the market and the related business models…
Digitalization and Industry 4.0, Strategies… Not Only Technologies!$0.00 Efeso
We believe the six segments of the wheel below — developed from the findings of our first The DNA of the CFO
study in 2010 — represent the breadth of the CFO’s remit. In our latest study, we identify four major forces that are
increasing pressures on CFOs as they balance these different responsibilities.
Do you define your CFO role? Or does it define you?$0.00 EY
Spare parts management is still one of the most undervalued business segments in industrial manufacturing. Likewise, the level of operational excellence as well as the opportunities for service business “beyond the spare part” is not yet realized at all.
Empowering Service Organizations$0.00 Camelot
European LNG imports have surged during the first quarter of 2019. Some EU wholesale gas markets have been more attractive than others in absorbing these additional LNG volumes. What are the key differentiation factors enhancing the attractiveness of the European regasification terminals?
Energy market insights$0.00 Emerton
There’s no escaping the fact finance, and the nature of business as a whole, has change significantly in the last ten years? Influenced by the rise of global markets, giant advances in technology and changes in the investment landscape, the finance fontion of today is much more than the “beancounter” of the past.
Finance of the Future- Looking forward to 2020$0.00 KPMG
This paper complements PwC’s Project Blue1 and the PwC Megatrends framework2, which examines the forces that are disrupting the role, structure, and competitive environment for financial institutions and the markets and societies in which they operate.
Financial Services Technology 2020 and Beyond$0.00 Pwc
Are you tasked with leading a function through a major transformation? Here are five tips for successfully getting into a steady water.
Five tips to Leading In Turbulent Times$0.00 Valeocon
Organizations- and their Technology and Cyber Risk Management (TCRM) functions- are being buffeted by changing dynamics bringing ever-increasing risks: mounting regulatory pressures, innovative new technology, an evolving workforce in need of new skills, and organizational shifts that create cyber and information security challenges.
Four Key steps to fuel a proactive tech and cyber risk function$0.00 KPMG
“The only constant is Change” The concept embodied in this phrase, credited to the Greek philosopher Heraclitus, has been particulary prelavent to many organizations’ strategy of creating an adaptable business model, i.e. a model that allows businesses to adapt to ever-changing circumstances and stay ahead of the competition.
From Agile Delivery to an Agile Organization$0.00 Management Solutions
As we edge toward the third decade of the century, business-as-usual methodologies no longer keep pace with the tides of innovation and unprecedented change.
Future of Finance: Finance disrupted$0.00 KPMG
Data is a new currency and thus the way it is managed and shared is becoming a critical challenge. Rising demands of data transparency, up-to-date product information, product traceability and government regulations have profound impact on companies…
Global Data Synchronisation: Are You Ready?$0.00 Camelot
Relentless change is the new normal across organizations large and small. Responding to new technologies; rapidly-evolving competitive pressures; mergers & acquisitions; and leadership turnover often cause complexity, confusion and loss of focus.
Got Organizational Change?$0.00 Valeocon
Problems “land” on managers’ tables every day. In some organizations fixing problems seems to be the main activity. Others follow the mantra of “we have no problems, everything is fine here”…
Houston we have a Problem : How To Turn Problems Into Opportunities to Future-Proof Your Organization?$0.00 Valeocon
JOINT VENTURE AND M&A due diligence are superficially similar. Both follow the same basic process, starting when a preferred counterparty is identified and confidentiality agreements are signed, and usually concluding just prior to the signing of definitive agreements.
How Due Diligence Differs for M&A and Joint Venture Deals$0.00 Water Street Partners
To overcome fragmented supply planning processes and limited accountability, one global end-to-end supply planning process has been established and defined involving all relevant parties…
How To Connect Your Supply Chain?$0.00 Camelot
The key promise of the Industry 4.0 concept is as striking as it is fascinating: we are about to witness a new industrial revolution, fueled by the advancement of digital technologies. The fusion of the physical and the virtual world into cyberphysical systems will have a disruptive impact on every business domain of manufacturing companies.
Industry 4.0 – Sharpening the Picture beyond the Hype$0.00 Capgemini
Il y a un an, la liquidation judiciaire de Mory Global était prononcée mettant fin à une succession de redressements et laissant sans emploi 2150 personnes.Le groupe issu de la fusion de Mory et Ducros, deux entreprises déjà en difficulté, n’est jamais parvenu à devenir rentable…
La messagerie, un mal nécessaire?$0.00 Mawenzi Partners
Les crises issues de défaillances produit sont parmi les plus graves qu’une entreprise puisse connaitre. Leurs
conséquences peuvent se chiffrer en milliards d’Euros de pénalités et de coûts de rappel produits, de la
dégradation de l’image de l’entreprise, et entraîner des conséquences pénales sévères pour les dirigeants.
La Robustesse des Organisations Face à L’enjeu de la Sécurité des Produits$0.00 Theano Advisors
L’alignement des équipes de direction n’est ni absolu ni naturel. Une étude du MIT met en évidence que parmi les dirigeants et cadres, seuls un petit tiers (28% dans leur échantillon) peuvent citer trois des cinq priorités stratégiques de leur organisation. Au sein de l’équipe dirigeante, cette proportion ne monte qu’à la moitié (51%).
LE COURAGE DE L’ALIGNEMENTLa Boetie Partners
After Shire acquired Baxalta in 2016, Amy moved to the Boston area to be the Head of Global Market Access. Two weeks after she moved with her family, it was decided that the role should be based in Switzerland…
Leading in Turbulent Times Shire U.S Commercial Operations$0.00 Valeocon
The phrase, “may you live in interesting times” is supposedly translated from a Chinese curse which actually means (darkly): “may you come to the attention of the authorities”.
Living in interesting times$0.00 Punter Southall
The digital revolution is resulting in deep changes in consumer habits, caused, among other factors, by greater access to information and increasingly developing new technologies. All this invites us to take an in-depth look into the business models currently being used.
Machine Learning, a key component in business model transformation$0.00 Management Solutions
The Consumer Packaged Goods industry is challenged by a wave of digital acceleration and disruptive trends: new consumption patterns, changing business models, technological advancements and above all the increasing online business market, which is predicted to double by 2020…
Master Data Management$0.00 Camelot
In recent years there as been a trend in financial institution towards greater use of models in decision making, driven in part by regulation but manifest in all areas of management.
Model Risk Management, quantitative and qualitative aspects$0.00 Management Solutions
Demographic change, geopolitical turbulence and macroeconomic uncertainty. Disruptive technologies and exploding data volumes. Shifting regulatory requirements. An increasingly complex matrix of competitors, partners and vendors. The financial services industry faces an unprecedented quantum of change — one that will only expand and accelerate.
Moving from analog to digital$0.00 EY
To improve their mobility offering, Public Transport Authorities need to consider innovative solutions to build complementary and coherent ecosystems and eventually ensure the best experience to residents and visitors…
New mobilities in GCC cities…$0.00 Emerton
The upcoming expiry of long-term capacity bookings at European crossborder points may lead to an increase in market spreads between the most liquid hubs of Northwest Europe. Such a scenario would have substantial impact on the various players in the gas value chain…
Northwest European gas wholesale markets: What if price correlations break down?$0.00 Emerton
Mawenzi Partners’ analysis following the latest release of AV operators statistics…
Outlook on Autonomous Vehicle performance in California$0.00 Mawenzi Partners
In 2007, medical leaders from across the pharmaceutical industry assembled to develop a common understanding of a ten-year vision for Medical Affairs. With five years now past, it is hardly surprising that significant change has occurred in the world in which the pharmaceutical industry operates, especially given the remarkable economic environment and the continued acceleration of technological change.
Pharma Medical Affairs 2020 and beyond$0.00 McKinsey
Dans leur fonction stratégique et de vision, les dirigeants font aujourd’hui face à plusieurs défis :
— conserver une vision holistique bien qu’entouré de spécialistes et de concaténation d’expertises
— intégrer l’environnement élargi (compétitions latérales et asymétriques, stakeholders induits …)
— accompagner le franchissement de seuils internes (taille, métiers, cycles, géographie, culture)
Malgré la prolifération des données et de la communication, le dirigeant rappelle que la vision et l’ambition sont in fine
du domaine du voulu, qui ancre l’entreprise comme une aventure humaine et économique.
Pourquoi une Impulsion Stratégique$0.00 Theano Advisors
To get a sense of the potential of digitization in procurement, picture this: It’s 2020. Hybrid cloud solutions, RPA and blockchain are in place. P2P is highly streamlined with zero-touch options. As a next-gen Chief Procurement Officer, your day starts with browsing through a virtual supplier screen that displays a status report on expiring contracts, feedback from suppliers on contractual negotiations, RFX launched on open markets and so on.
Procurement 4.0 Preparing for Digital Transformation$0.00 ORBIT2transformation
As the construction industry starts its long climb up from the greatest collapse in recent history, companies are looking to repair the damage done by anxious suppliers who ceded margins to (unsuccessfully) maintain volumes. While this dynamic is perhaps most acute in the building materials markets, it is certainly not unique and can be seen across a wide range of commodity and manufacturing sectors.
Rethinking Pricing Strategies in Commoditized Markets: Network-based Best Alternative Pricing$0.00 LEK
Alimentée par la stratégie, l’organisation crée de la valeur pour l’entreprise, au même titre que l’actif marque ou l’actif industriel, qui font aussi partie de son patrimoine. L’exploitation de cet actif, pilotée par le dirigeant et son équipe, influe directement sur la réalisation de l’ambition stratégique.
Réussir la Métamorphose de votre Actif Organisationnel$0.00 Theano Advisors
The impact of blockchain in the financial services industry has been widely assessed. Blockchain is now getting more attention in the energy sector, where its transformative potential also appears impressive. This raises strategic and business issues for energy market participants…
Rewiring energy markets: an opportunity for blockchain technologies?$0.00 Emerton
Pharmaceutical companies are increasingly having to forge partnerships, mainly due to the rising cost of research and development, the increase in the bargaining power of buyers, more and more restrictive regulations, or the evolution towards an integrated care offer.
STIMULATE INNOVATION AND GROWTH THROUGH STRATEGIC ALLIANCES$0.00 Sia Partners
IN MANY JOINT VENTURES – including those in semiconductors, financial services, media, healthcare, and natural resources – the owners are also the JV’s customers, channel, suppliers, users, or otherwise actively participate in the same markets as the venture.
Strategy Under Scrutiny$0.00 Water Street Partners
The disruption in the Consulting value chain can benefit clients in many ways. Due to the digital transformation affecting modern industries...
The Future of Consulting (Consulting 4.0) and How Disruption Can Benefit Clients & Providers Alike?Consulting Quest Sourcing
How the exponential growth of robotics,cognitive computing and other disruptive technologies impact the evolution of the
The Future of Operational Finance$0.00 Deloitte
The UK-based financial services sector, together with the related professional services sector, plays a critical role in the UK economy. It provides capital to invest in infrastructure and technology, which generates income and jobs for UK households, as well as services such as savings, pensions and insurance that households and corporates rely on.
The impact of the UK’S Exit from the EU on the UK-Based Financial Services Sector$0.00 Oliver Wyman
At Leading Innovators, R&D and new product development have become digital endeavors. Eleven of the fifty companies named in BCG’s ranking of the most innovative companies- including seven of the top ten – are digital natives and thus digital innovator by definition.
The Most Innovative Companies 2018$0.00 Boston Consulting Group
To realize the significant performance improvement benefits of digital transformation, procurement functions
will need to transform their workforce into one with skills in areas such as data and technology savviness, social
media, smart automation, business acumen, strategic thinking, process excellence, customer service, relationship
management, creativity and innovation, and change orientation.
The Next-Generation Talent Profile: How Will You Fill the Digital Skills Gap?$0.00 The Hackett Group
Persistent change challenged assumptions, and disruption are now the norm, rather than the exception, in business and society. And these indicators will only accelerate and multiply as we progress into the future. The lightning-speed of change, driven by technology, is taking us from the digital age toward a new reality, one we call the post-digital world.
The Post-Digital Era is Upon Us. Are you Ready for What’s Next?$0.00 Accenture
As the game industry continues to grow and expand its target market to nearly every person with access to an Internet connection, the capabilities needed to gain a competitive advantage are changing too.
The Pulse of Gaming$0.00 Accenture
SUPPLY chains traditionally are linear in nature, with a discrete progression of design, plan, source, make, and deliver. Today, however, many supply chains are transforming from a staid sequence to a dynamic, interconnected system that can more readily incorporate ecosystem partners and evolve to a more optimal state over time.
The rise of the digital supply network$0.00 Deloitte
In this year’s State of Financial Services report we examine the potential for the industry to start again. We explore the power of new – areas in the industry where new technology and businesses are having a proven impact. We show how existing firms can deploy a greenfield approach to deliver new growth and to accelerate transformation of the existing business.
The State of the Financial Services Industry 2019: Time to Start again$0.00 Oliver Wyman
Creating dynamic and healthy relationships between Clients and Consultants benefits the industry and everyone who is part of it. Once you have selected your preferred Consulting provider for the project and signed your agreement, it’s simply ethical to inform the other Consultants about the reasons behind your choice.
Top 3 benefits from Providing and Receiving Feedback in ConsultingConsulting Quest Sourcing
L’Etat français, seul payeur et régulateur, joue un rôle inédit sur le marché de la santé en cadrant les dépenses de santé, l’offre de soin publique et l’accès des industriels aux professionnels de santé et aux patients sans toutefois avoir la main sur les traitements qui restent l’apanage des laboratoires pharmaceutiques…
Transformons le modèle des laboratoires pharmaceutiques$0.00 Mawenzi Partners
E-commerce, mobile applications, social networks, marketplaces ... The rise of new channels has significantly changed the habits of retail customers.
WHICH INITIATIVES FOR AN OMNICHANNEL CUSTOMER JOURNEY?$0.00 Sia Partners
Most humans don’t like change. We are creatures of habit and changes to our routines can create feelings of uncertainty and a loss of control. Changes at work can create concerns around an increased workload and the level of competence needed after the change. That is why developing and delivering the right change management initiatives is imperative to deliver successful change programmes.
Should disruptive innovation be the sole prerogative of start-ups or internet giants? Should incumbents only settle for incremental innovations, sustaining their existing offers and business models? Couldn’t they imagine drastically new solutions, generate new uses, open new markets, design new value-creating business models? With the Disruptive Engine approach, Theano Advisors helps incumbents seize disruption opportunities.
Nous voilà rentrés depuis quelques jours dans la troisième décennie de ce siècle. L’héritage des deux premières est chargé de tensions sociales, religieuses et politiques.
L’utopie des communautés des années 70 serait-elle de retour ? Maintenant je n’en suis plus si sûr. Voici de quoi vous faire votre propre idée.Virez les managers !
You might be nonchalantly asking yourself, why do companies hire Consultants? Great question! To improve a process, to save money, or to get a fresh perspective, but most of all, to get access to very specialized skills that great Consultants can bring in. And as the business environment constantly evolves, it’s safe to say companies […]
Demand management is a critical tool for procurement professionals and companies in general. Its implementation for the consulting category is a no-brainer if you want to keep your spend under control and aligned with your strategy.But what are the key steps that can ensure successful Demand Management execution?Below we have mapped out the steps in implementing Demand Management that you can easily apply too.
The procurement process is too critical to be left to a flat averaging of reviewers’ scores. Amidst this complexity, you should strive for clarity and simplicity. When evaluating proposals of prospective Consulting providers, this principle can’t be more true.
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- This Week In Consulting: What are the challenges ahead for governments around the world?by Hélène Laffitte on February 23, 2021 at 8:44 am
This Week in Consulting - Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 […]