Proxima — See the change

Insight & opinion

 

What’s better for procurement: Mad Men vs Math Men?

Guy Strafford and Jonathan Cooper-Bagnall Math Men and procurement

Many people love to believe the world is driven by “Eureka!” moments – flashes of inspiration or genius leading to a revolution in thinking. 

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3 reasons big data is important to procurement

Guy Strafford: Big data's impact on procurement

Following my previous post, exploring the importance of social media for procurement, this post aims to address the second topic covered in the Financial Times piece - the impact of ‘big data’ on supplier management practices, and why it is essential that this concept is not ignored.

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The Internet of Things - challenging human behaviour

Guy Strafford - The Internet of Things

The progress made by humanity in how we communicate has changed the very nature of how we behave – from the advent of the electric telegraph in the 1700s, to the internet being publicly introduced in the 1980s, to Wi-Fi in 1991.

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3 reasons social media is important to procurement

Guy Strafford - Proxima

I recently read an interesting article in the Financial Times that discussed how social media and big data are being used to help solve supply chain issues and improve supplier management practices at a number of large companies.

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The Challenger manifest: fortune favours the brave

Guy Strafford

Over the centuries, the development of thought and constant challenge of the world around us has enabled mankind to achieve some amazing breakthroughs, which have transformed our lives:

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Your procurement team is drowning

Jonathan Cooper-Bagnall

By now you will already be familiar with our corporate virtualization research, showing that the average company now spends around 70% of its revenues with suppliers. But what does it mean for your business, and how can you uncover the opportunities that this trend encourages?

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The next step to supplier success

Guy-New

At Proxima, an essential part of our work is making sure our finger is on the pulse of opinion and sentiment in our clients’ markets. It means that our advice and strategic development work is contextualised correctly within the environments in which our clients operate, which in turn enables us to find the best solutions to their challenges.

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One world, one business model – the impact of globalization

Supplier Management

We were chatting to a management thinker the other day – a former CFO, as it happens – and he said something so compelling, yet so simple, that we were stunned. “The problem with the runaway success of MBA schools is that we’re developing a global corporate monoculture,” he said. “We’re concentrating risk in similar places around the world.”

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A moving feast for the Dutch Food & Beverage Market

Dutch food and beverage industry

For Dutch food and beverage (F&B) businesses, improving margins is a constant challenge and breaking out of the commodity trap is the name of the game.

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The broken bridge between business need and business supply

Supplier Management

On average, two thirds of any business’ activities today are performed outside of their organization by third party suppliers (see this research for more detail).  And it’s a growing trend.

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Corporate virtualization - 100 years in the making

Guy-New

2013 marks 100 years since Henry Ford was faced with the dilemma of producing his latest invention, the Model T Ford, on a large scale - in an efficient, low cost way. His answer was to invent the first mass production assembly line. In doing so, Henry Ford revolutionized the world of manufacturing. Over the past 100 years, following this monumental milestone, business has changed beyond recognition.

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Global myths of procurement outsourcing: Myth 5 - PO means off-shoring

global-myths-of-procurement-outsourcing-v1

This myth is partially true - and partially a myth.  The offerings of many outsourcers are about off-shoring jobs to a low cost country, e.g. India.  However, not all providers operate this way.

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Cost management: lessons from the Sales department

Guy-New

Having spent some time at ProcureCon, it is good to be reminded that many organizations have got over the initial challenge of getting good spend data. Quite a number of CPOs referred to having got to grips with this early in their tenure. However, I think that this is only the start of the journey - not the destination.

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Global myths of procurement outsourcing: Myth 1 - ROI comes from cost reductions

global-myths-of-procurement-outsourcing-v1

Following on from my introductory post in the Global myths of procurement outsourcing series, this post dives into the first myth - that ROI from procurement outsourcing comes from reducing the cost of running the function.

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The changing nature of business (pt 5): Introducing the Profit Enhancement Index

Proxima blog

We'’ve already seen how non-labor costs are 4.8 times higher than labor costs. But our analysis of FTSE 350 data also reveals the potential enhancement to profitability that can be brought about by proportionally lower reductions to the non-labor cost base.

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The changing nature of business (pt 4): Sources of profitability

Proxima blog

Our research shows that in the FTSE-350, labour consumed on average 12.9% of revenue in 2011.  In contrast, non-labour costs consumed 68.3% of revenue. The difference between these two percentages suggests that bringing non-labour and third-party costs under greater control represents an opportunity for leaders to make more meaningful improvements to their profits than the traditional focus on labour cost.

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Be wary of very high ROIs in procurement

Guy-New

I’'ve had numerous conversations with CPOs in my time who have said they are very proud of achieving a 10x, 20x, or even 30x ROI on their team cost.  And research has claimed that world class procurement functions achieve a ROI twice as high as the average. But both of these measures are not only far too simplistic, they are misleading and are forcing the wrong behaviors in our business leaders. And here'’s why...

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CIO UK: Reducing printing and paper budgets through managed services

CIO_magazine_300x300

Printing costs account for between one and three per cent of any company's expenditure. Managed services can reduce printing and paper budgets significantly.

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