The听recently launched a new e-Commence and Procurement (e-CP) portal which aims to root out corruption.

The new portal is to ensure value for public money and make procurement processes faster and more efficient in the metro.

According to MMC for Finance Jacqui Uys, the new procurement project will digitise and automate supply chain management (SCM) processes and the implementation will be rolled out in phases over the next year.

Uys said the first phase would focus on processes aligned to supplier registration, contract management, and quotations up to R30 000.

Uys said the city has prioritised the implementation of the e-CP to ensure that it strengthens its fight against fraud and corruption.

The previous portal has now been fully migrated into the e-CP portal, which is built on the听听Ariba platform with robust security and audit tracking measures in place.

麻豆原创 Ariba is an intelligent cloud-based management software for sourcing and procurement.

鈥淭here is a full audit trail for every aspect of the e-CP portal and automation of basic processes such as verification of suppliers and low-value procurement,鈥� said Uys.

Uys said when a supplier registers on the e-CP portal, they will automatically be verified against the National Treasury鈥檚 Central Supplier Database and Restricted Supplier Database.

鈥淔or low-value procurement, the portal will be able to automatically notify all registered suppliers to submit quotations for a particular good or service, and then automatically evaluate submitted quotations based on set policy criteria.鈥�

She said another feature of the portal is the contract management function, which implements robust performance tracking to check suppliers are delivering on their contract terms. If they fail, both contractors and the contracting department will be held accountable.

This includes blacklisting of suppliers and consequence management action against employees.

鈥淭he metro has sent 18 000 notices to current suppliers whose registration is in good standing to inform them of the move to the e-CP portal and how to use it.鈥�

She said there has been extensive training of employees on how to use the new portal, which will enable quicker turnaround times for buying goods and services as part of basic service delivery.

鈥淚mplementation will be rolled out in phases over the next year with the first phase focusing on supplier registration, contract management and quotations up to R30 000.鈥�

Uys added that subsequent phases over the next few months will include quotations of up to R750 000, and henceforth implementation will focus on digitising the full bid specification, bid adjudication, and bid evaluation processes.

She acknowledged that the city has faced scrutiny over several questionable tenders from the past. 鈥淲e are now working to fix the system and clean house, particularly at Supply Chain Management.鈥�

Furthermore, action is being taken internally against all officials found responsible for wrongdoing and corruption-related activities.

鈥淥ur coalition government will continue to champion innovation that eliminates corruption and delivers quality services to all residents,鈥� she concluded.

This article first appeared in .

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LONDON, UK 鈥� 12 June, 2024 鈥� Ovaltine, the international wellbeing drinks business, has completed the first wave of its cloud migration to improve the efficiency and resiliency of its global operations, meet the evolving needs of its customer base and improve employee productivity.听

听With an existing multi-year digital transformation programme underway, the move to the cloud is helping Twinings Ovaltine enter a new phase of digital innovation and better respond to the demands of global customers.听听

听In moving seven different ERP platforms to the cloud, Twinings Ovaltine has unified its estate, and simultaneously addressed issues with siloed data which impacts collaboration and decision-making globally. Now, it has the platform to expand its product roadmap, be agile to customer trends and behaviours, and streamline operations for growth.听听

In partnership since 2011, Twinings Ovaltine has placed its trust in 麻豆原创 to reduce its overheads, optimise its ERP processes from procurement to HR, and empower its decision-making with better access to data. In completing its first migration to RISE with 麻豆原创 S/4HANA, Twinings Ovaltine now deploys an entire portfolio of 麻豆原创 solutions in , and , that provides digital transformation across the business.听听

听麻豆原创 delivers automated and simplified business processes for Twinings Ovaltine in the cloud, enhanced user experiences, real-time data and insights, and near real-time sales, inventory and process visibility. This allows Twinings Ovaltine to operate intelligently and at speed, while responding to the needs and behaviours of its customers and the wider market.听

听With 麻豆原创 Digital Supply Chain Management and Ariba, Twinings Ovaltine can modernise its supply chain and procurement operations, whilegaining greater visibility into wider value chains. This helps to protect the company against global supply chain disruption, and ensures the tea-maker can partner with suppliers that share similar values.听听听

Sandeep Seeripat, Global Business Transformation and Technology Officer, Twinings Ovaltine, said: 鈥�Twinings is sold in more than 100 countries worldwide and Ovaltine鈥檚 malted beverages and snacks are consumed throughout the day in countries across the globe. But what people want to drink, when and where is always evolving. We needed a platform that could scale with us, and help us go above and beyond to delight our customers. Moving our ERP to the cloud with RISE with 麻豆原创 is enabling us to do just that, setting the foundations for future growth and expansion, empowering us to make faster and more accurate decisions, and streamlining our global operations.鈥�听

Ryan Poggi, Managing Director, 麻豆原创 UK&I, said: 鈥淎s a longstanding 麻豆原创 customer and household name, we鈥檙e continuing to support Twinings Ovaltine as it looks to become a more resilient, customer-focused business. With the flexibility, speed and agility of the cloud, businesses like Twinings can intelligently adapt to meet changing consumer expectations, while also futureproofing itself against a fast-changing socio-economic landscape.鈥�听

听

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, IT Director at the , explains the motivation behind the project: 鈥淲hile our previous 麻豆原创 system was groundbreaking for our country鈥檚 financial services sector, its outdated nature and extensive customization necessitated a change. With the support of our valued partners at and , we undertook a project to replace our legacy system and introduce new capabilities crucial for the bank鈥檚 operations.鈥�

As the institution responsible for issuing and managing Angola鈥檚 national currency, overseeing the banking system, and shaping monetary policies, BNA collaborated closely with implementation partner PwC and 麻豆原创 to ensure the project鈥檚 success.

, Director at PwC Angola, outlines the project鈥檚 objectives, including migrating to to unlock new business processes, enhance digitalization and automation, and fortify treasury and liquidity for local financial institutions. The project also delivered robust management reporting capabilities to support BNA鈥檚 supervisory role.

The implementation of 麻豆原创 S/4HANA has yielded various benefits, including enhanced system performance, streamlined management reporting, and a foundation for launching new products and services to strengthen Angola鈥檚 financial system. Additional solutions, such as and , are being integrated to drive further improvements in business processes and data exchange efficiency.

BNA is well-positioned for future growth and innovation. Through effective change management and continuous training initiatives, the bank has prioritized user adoption of the new system, ensuring tangible business outcomes from the implementation.

, Managing Director at 麻豆原创 Southern Africa, highlights the significance of technology adoption in听, emphasizing that the National Bank of Angola is poised to enhance operational efficiency, lower costs, and provide decision-makers with real-time insights. With a roadmap for future innovations, BNA is well-positioned to harness the benefits of digital transformation in the years ahead.

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Those of us in the supply chain industry understand that disruptions have persisted since March 2020. This has created a mainstream perception of supply chains as increasingly volatile, expensive, and unreliable 鈥� but disruption has been more of an intermittent and confusing frustration for most in 2021, instead of the panic-buying and supply-hoarding catalyst it was in 2020.

Going into the holiday season, some industry insiders are fearful that these disruptions will hit hard again. Supply chain disruptions are forcing companies to think twice about the timing of their holiday sales, and many retailers are warning consumers to get their holiday shopping done early this year to avoid shortages and shipping delays. In fact, many retailers such as Amazon and Target announced their holiday deals much earlier than usual this year, having started in early October rather than late November. Leaving the majority of holiday shopping to Black Friday weekend could lead to many consumers being sorely disappointed with bare shelves, empty online shopping carts, and delayed deliveries.

With persistent challenges in procurement and the supply chain, 麻豆原创 surveyed 1,000 American adults to help better understand how they view the latest supply disruptions and their sentiment around the industry overall. Some interesting findings surfaced:

• Frustration is growing as holiday supply chain challenges loom.
  Almost half of consumers (49%) experienced longer ship times during the COVID-19 pandemic, and 42% expressed frustration with how companies are managing their supply chains. The majority of consumers (83%) also reported experiencing out-of-stock items during the pandemic. Patience is wearing thin, as nearly two-thirds (65%) think companies should have found solutions to supply chain challenges by now.
• Baby boomers have high expectations for gift availability and delivery while millennials and Generation Zers are more skeptical.
  Eighty-one percent of baby boomers expect holiday gifts to be available and in stock, compared to 75% of millennials and 60% from Gen Z. Furthermore, 78% of boomers expect gifts to arrive on time, while 63% of millennials and just over half of Gen Z respondents (54%) said the same. Overall, one-third of consumers are planning for the worst, expecting that gifts will not arrive in time for the holidays this year. Having the visibility in place to inform consumers of product availability and delivery timeline is crucial to avoiding disappointment this holiday season.
• Most consumers are forgiving of supply chain mishaps, but not right away.
  One in 10 consumers say that if a gift they purchase does not arrive on time for the holidays, they would never shop at that retailer again. Another 47% noted that they would not shop with that retail company again immediately, but that they may in the future. No matter how or why it happens, supply chain disruptions hurt brand loyalty among customers.
• Delivering gifts on time is not the only factor brands need to consider.
  Sustainability continues to play a bigger role in consumers鈥� buying decisions, even when it comes to holiday gifts. This is particularly true among younger consumers, as half of millennials said sustainability influences their gift purchasing decisions. Overall, 39% said they purchase from brands that tout sustainability, while 30% prioritize sustainable practices when making purchases, such as selecting slower shipping to combine packages and reduce waste. Brands can promote sustainability through their own procurement practices by ensuring the products and materials sourced are done so in a sustainable manner 鈥� from limiting carbon footprint to sourcing recycled/recyclable materials.

After last year鈥檚 chaotic holiday season that had more consumers buying online than ever before, proactive businesses and consumers are adapting their approach this season, especially with ongoing disruption anticipated this year.

For consumers, as of early October, almost a third (29%) had already changed at least one gift purchase based on supply chain shortages, and only 24% of total respondents expressed that they do not plan to shift their buying behaviors this holiday season. Almost half (45%) are buying earlier, and 44% are buying more online. Millennials are changing their plans the most, with 55% buying earlier than in previous years.

For businesses, agility and visibility are the name of the game. We have all experienced so much disruption from all angles recently, and there鈥檚 no going back to 鈥渘ormal鈥� as consumers 鈥� and businesses 鈥� continue to change buying behaviors.

Businesses need to broaden visibility not only across their own operations but across those of their trading partners as well, with the dual objectives of . To achieve this level of transparency, businesses are turning to to capture the widest possible view into the interconnected operations of their trading partners from buyers and suppliers to partners in logistics, finance, and contingent labor. Meanwhile, these digital networks 鈥� previously discrete according to function 鈥� are beginning to converge through cloud-based applications, unlocking exponential value in the process.

Consumers and businesses alike have been burned by supply chain issues and shortages during the pandemic, but with the right approach to this holiday season, we can still make it a merry one.

Etosha Thurman is chief marketing and solutions officer for Intelligent Spend and Business Network at 麻豆原创.

This article first appeared on the 麻豆原创 News Center.

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That鈥檚 Jorge Torres Perez鈥檚 job. He鈥檚 the strategic procurement director at the Coca-Cola FEMSA, based in Mexico City. Coca-Cola FEMSA sells Coca-Cola products across Latin America, with over 2,000,000 points of sale.

鈥淚’m truly happy and I really smile when I see somebody drinking one of our products. To be very honest, it’s a huge responsibility,鈥� says Torres Perez. 鈥淟iterally thousands of people engage in dozens of processes to deliver your favorite beverage.鈥�

Opportunity Creates Challenges

After 16 years with Coca-Cola FEMSA, Torres Perez moved into a strategic procurement role about seven years ago. He noticed Coca-Cola FEMSA invested most of its money in direct materials like bottles, labels, caps, and ingredients. He realized an opportunity. 鈥淚ndirect spend on things like trucks and transportation, industrial tools, and parts was done locally by many, many people.鈥� Torres Perez explains that the process was fragmented and segmented between many suppliers, which did not result in the best prices. 鈥淪o, I studied how to centralize all those indirect negotiations in a more intelligent way, to really take advantage of the scale that we have as a business,鈥� he says.

Torres Perez embarked on a challenging journey to integrate Coca-Cola FEMSA processes; it was a course of action that required leadership, patience, learning, and difficult course correction.

鈥淲e needed to change the role of our teams and restructure the procurement employees. But this cannot be done without a technological tool. It was very difficult to convince our management to get the indirect spend all together and change the way we worked in the past. It took us more than a year to start. At first, we chose a competitor of 麻豆原创.鈥� Torres Perez recalls that the technology was fraught with problems. 鈥淭he integration of that competitor鈥檚 solution was not there.鈥�

A Lot at Stake

Torres Perez found himself facing both personal and professional dilemmas.

鈥淚鈥檇 sold Coca-Cola FEMSA leaders on the idea of managing negotiations centrally, and they bought the idea. But when [the competitor鈥檚 product] didn’t work, it was really… I mean, my own reputation was at stake because I told them, 鈥榃e can do this.鈥� But I was not able to deliver,鈥� says Torres Perez. 鈥淚 mean, it was a very difficult situation, because I had to go back to our management and ask them to switch gears again. This time to implement 麻豆原创 Ariba instead of the other solution.鈥�

Coca-Cola FEMSA鈥檚 leadership ultimately trusted Torres Perez and suggested that he implement 麻豆原创 Ariba in a limited capacity, in Colombia only. And this time? Success.

鈥淲e implemented 麻豆原创 Ariba on time and on cost, but the most important part: It worked and it worked fantastically. It was a very smooth transition and, once it was working, everybody was amazed.鈥� Torres Perez soon got permission for a full rollout of 麻豆原创 Ariba to all countries where Coca-Cola FEMSA operates. 鈥淭his is a huge step forward.鈥�

Advice?

Torres shares his technology story with the hope of inspiring his peers. 鈥淟et me tell you one thing: No matter how challenging an enterprise can be, if you have the correct partner, you’re always flying with a tailwind. That’s the most important lesson that I got from this process. And, once we worked with 麻豆原创 Ariba, things got better and we were able to implement the solution easily.鈥�

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DUBAI, 21 June 2021 鈥� More than 25,000 of Expo 2020 Dubai鈥檚 local and global suppliers will benefit from a real-time, unified digital procurement and payment platform, thanks to technology provided by 麻豆原创, its Innovative Enterprise Software Partner.

麻豆原创 Ariba solutions will fully digitise and automate the procure-to-pay lifecycle 鈥� providing a streamlined digital experience for Expo 2020鈥檚 suppliers, while enhancing transparency and efficiency across the event鈥檚 global supply chain. The global technology company鈥檚 cloud-based 麻豆原创 Ariba run on its UAE public cloud data centre and connect to Ariba Network enabling buyers and suppliers to connect and transact.

Through this collaborative and mobile-friendly platform, registered suppliers can participate in sourcing events, negotiate and sign contracts, as well as submit invoices and track payments in real-time. Expo 2020 has already transacted more than AED 1 billion on the platform, highlighting its commitment to driving long-term business growth in the region and beyond, with a particular focus on small and medium enterprises (SMEs).

Mohammed AlHashmi, Chief Technology Officer, Expo 2020 Dubai, said: 鈥淓xpo 2020 is a long-term investment in the future that aims to enhance opportunities for sustainable business connectivity and growth in both domestic and international economies. Our partnership with 麻豆原创 is an example of what can be achieved with the invaluable support of our technology partners to host one of the most digitally advanced World Expos ever. The implementation of 麻豆原创 Ariba solutions has transformed our end-to-end procure-to-pay cycle and helped set new standards of procurement automation for projects of this scale.鈥�

Claudio Muruzabal, President of EMEA South, 麻豆原创, said: 鈥淓xpo 2020 Dubai is demonstrating global best practices in digitising its procurement process with 麻豆原创 Ariba solutions to help gain visibility into its spend, tighten collaboration with its suppliers, and achieve process automation, including completely paperless invoicing. Expo 2020听has already brought more than AED 1 billion in spend under management with 麻豆原创 Ariba solutions.鈥�

Expo 2020 and 麻豆原创 have run a series of onboarding summits for Expo鈥檚 valued supply chain network. As Expo鈥檚 procurement needs shift from construction to interior fit-outs, facilities management and technology services, Expo 2020 and 麻豆原创 will continue to provide ongoing one-on-one support, including a dedicated helpdesk, to guide suppliers throughout the evolution to digital transactions and processes.

Expo 2020 Dubai, which will open its doors to the world from 1 October 2021 to 31 March 2022, is the first World Expo and only the second mega-event to secure a from the Chartered Institute of Procurement & Supply.

-ENDS-

About Expo 2020 Dubai

From 1 October 2021 to 31 March 2022, Expo 2020 Dubai will welcome visitors from every corner of the globe to join the making of a new world, as it brings together the planet in one place to reimagine tomorrow.

• With the purpose of 鈥�Connecting Minds, Creating the Future鈥�, Expo 2020 will be the world鈥檚 most impactful global incubator for new ideas, catalysing an exchange of new perspectives and inspiring action to deliver real-life solutions to real-world challenges
• Expo 2020 will provide a visually striking, intellectually enlightening and emotionally inspiring 182 days, as more than 200 participants 鈥� including nations, multilateral organisations, businesses, and educational institutions, as well as millions of visitors 鈥� create the largest and most diverse World Expo ever
• Expo 2020鈥檚 sub-themes of Opportunity,听Mobility and Sustainability will inspire visitors to preserve and protect our planet, explore new frontiers and build a better future for everyone
• Expo is committed to building a more equitable and just world for everyone, while keeping visitors safe by following the latest guidance of the world鈥檚 leading medical, science and health experts
• Expo 2020 is the first World Expo to take place in the Middle East, Africa and South Asia (MEASA) region, located on a 4.38 sqkm site adjacent to Al Maktoum International Airport in Dubai South
• Built with a meaningful and measurable long-term legacy in mind, the Expo site will transform into District 2020 鈥� a model global community that will rethink the cities of the future 鈥� after Expo 2020 closes its doors

How to cover Expo 2020 Dubai in person at event time or report on the event remotely

To attend Expo 2020 or cover Expo 2020 remotely using content and assets generated by Expo, you must be accredited.

To kick off your journey with Expo 2020, please ensure that you:

1. Register to access our Media Information System, Tawassul at .

Tawassul is regularly updated, providing the latest content assets, including press releases, photographs, audio and video, the electronic media kit, and information on broadcast and photography operations. It also provides you with important information and updates on facilities and services such as media accreditation, visa information for international accredited media, and permits. Access to other media-related systems (Media Asset Management System and Media Bookings System), which will be launched in Q2 2021, will only be permitted to accredited media (see below). Information about these systems can be found on Tawassul.

2. Once registered, submit an Expo 2020 Media Accreditation expression of interest.

Within this expression of interest, please appoint an Accreditation Liaison Officer (ALO) from within your organisation who will act as the single point of contact with Expo 2020 for media accreditation. Following this, approved media organisations will be provided login details and instructions for the accreditation system to enable them to submit applications.

For support, contact Expo 2020 Dubai鈥檚听Media Services team听at听media.services@expo2020.ae听or +971 (0)56 689 2101.

Visit:

Follow: Twitter: @expo2020dubai | Facebook: @Expo2020Dubai | Instagram: expo2020dubai

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent enterprise. As the market leader in enterprise application software, we help companies of all sizes and in all industries run at their best: 77% of the world鈥檚 transaction revenue touches an 麻豆原创庐 system. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers鈥� businesses into intelligent enterprises. 麻豆原创 helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want 鈥� without disruption. Our end-to-end suite of applications and services enable more than 440,000 business and public customers to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, 麻豆原创 helps the world run better and improve people鈥檚 lives. For more information, visit

Visit the 麻豆原创 News Center. Follow 麻豆原创 on Twitter: and .

About World Expos

In 1851 the Crystal Palace was the centrepiece of London鈥檚 Great Exhibition 鈥� the first World Expo. It celebrated the man-made industrial wonders of a rapidly changing world. Architecture, contents and a theme, 鈥業ndustry of All Nations鈥�, were combined to create a big idea of nations meeting nations in shared technological and commercial progress. In more recent years, participants in World Expos, including governments, international organisations and companies, have gathered to find solutions to universal challenges and to promote their achievements, products, ideas, innovations, their national brand, and their nations as destinations for tourism, trade and investment.

World Expos are held under the auspices of the the intergovernmental organisation responsible for overseeing and regulating international exhibitions (鈥楨xpos鈥�) and for fostering their core values of Education, Innovation and Cooperation. Today, four types of Expos are organised under the BIE鈥檚 auspices: World Expos, Specialised Expos, Horticultural Expos and the Triennale di Milano.

For media enquiries, please contact:
麻豆原创 Office

On call contact
Email: press.office@expo2020.ae
Tel: +971 56 688 9509
P.O. Box 2020, Dubai, UAE

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The company today unveiled the first step toward creating the world鈥檚 largest business network with听麻豆原创 Business Network, which will bring together听Ariba Network,听麻豆原创 Logistics Business Network听and听麻豆原创 Asset Intelligence Network.

More than 5,5-million organisations will benefit from being members of this connected community.

To support this central announcement, 麻豆原创 is also announcing new innovations designed to help companies modernize and digitalise their business processes to become intelligent enterprises. In addition, customers can benefit from a new portfolio of sustainability-specific business applications that deliver exceptional transparency and measurement capability across the supply chain.

鈥淒uring this unprecedented year, the importance of the communities we鈥檙e part of has never been clearer,鈥� says Christian Klein, CEO and member of the executive board of 麻豆原创 SE. 鈥淥ur new vision will build the world鈥檚 largest business community, enabling customers to easily connect with companies across supply chains and creating networked economies across industries.鈥�

While we have all seen the power of networks in our personal lives, this networked ecosystem for businesses doing business together is unique, he says. Members of the new听麻豆原创 Business Network听will be able to access a single, unified portal to gain a holistic view into their supply chain ecosystem, logistics and traceability, and equipment management and maintenance.

During the pandemic, the most resilient companies were those who embraced technology to transform their business processes. Those who simply leveraged cloud infrastructure and didn鈥檛 actually digitalise core business processes did not fare as well.

To enable every enterprise to become an intelligent enterprise, 麻豆原创 announced the听RISE with 麻豆原创 transformation packages for specific industries.

Building on the successful introduction of the听RISE with 麻豆原创听offering in January, the RISE with 麻豆原创 packages for specific industries provides business transformation as a service with five initial industry-tailored cloud solutions for retail, consumer products, automotive, utilities and industrial machinery and components.

This article first appeared on

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The research is built on a survey of 1,000 procurement and supply chain executives responsible for direct and indirect goods, services and external workforce spend. It was designed to help understand procurement鈥檚 influence on an organization, the current state of supplier collaboration and the impact of technology and process digitalization in the procurement function.

A subset of surveyed executives 鈥� the leaders 鈥� are realizing stronger business results. Leaders are investing in technology and process digitalization to help anticipate the unexpected, fueling business agility and resilience, and elevating the strategic value of procurement to the business.

The research is distilled into five reports that examine key areas of spend management and discuss what leaders do that set them apart.

Leaders Outshine the Rest

鈥溾�� focuses on the leaders, around 10% of executives who have made greater investments in procurement digital transformation and are realizing greater benefits. To qualify as a leader, companies had to meet criteria in four areas: high degree of process automation, frequent use of data to inform decision-making, use of technology to influence the business and fewer challenges in managing procurement than other respondents. They achieve better results compared with other respondents in operational efficiency, supplier performance, compliance, risk management and cost reduction, but even leaders have room to improve.

Digitalized Procurement Pays Off

鈥溾�� shows that while organizations are reaping benefits from digitalizing procurement, challenges remain. For example, 38% of executives surveyed said most or all of their procurement processes are still manual. Just 54% said their procurement technologies enable them to make decisions that are data-driven. According to the report, companies that have embraced data and analytics, tapped into the power of AI and embraced new technologies are realizing better results.

Supplier Risk Management Shows Progress, But Ample Room for Improvement

鈥溾�� reveals widespread vulnerabilities in supplier risk management, including poor visibility and overreliance on too few suppliers. Only 49% of executives said they regularly refresh risk mitigation plans to address potential disruptions, and a mere 32% said their supplier risk management is highly effective. Organizations underutilize advanced analytics and need to take bolder steps to help increase visibility into supplier performance and make greater use of third-party data to help anticipate and mitigate potential disruptions, the report said.

Supplier Collaboration Key to Direct Spend

鈥溾�� illustrates that direct spend leaders who embrace automation and treat suppliers as partners drive superior business results. For instance, 92% of leaders said they use a network to collaborate with suppliers, compared with 69% of other respondents. Additionally, 76% of leaders said they provide critical suppliers visibility into future demand for their goods, compared with 44% of other respondents.

Significantly Undermanaged Spend Category: External Workforce

鈥溾�� highlights that just 35% of executives said they use technology to help manage their contingent workforce and 70% said they use technology for services procurement. Given the external workforce is a large, strategic spend category fueling business agility, broader adoption of vendor management systems can help organizations use preferred suppliers, support various pricing models, enforce negotiated rates, track work quality and equipment usage, and manage security access.

鈥淏usiness leaders increasingly understand the value of procurement goes beyond cost reduction,鈥� said John Wookey, president, 麻豆原创 Intelligent Spend and Business Network. 鈥淧rocurement is central to productivity and innovation, but its potential is only fully realized through digitalizing end-to-end spend management processes on a single platform in the cloud. Putting organizations in a position to align spend decisions to business strategy in today鈥檚 networked economy 鈥� this is what intelligent spend management is all about.鈥�

For information on how to accelerate procurement digital transformation and to download the reports, visit .

This article first appeared on the 麻豆原创 Global News Center. Follow 麻豆原创 on Twitter at .

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We asked 麻豆原创 executives for their perspectives on what to watch for in 2021. Here鈥檚 what they had to say.

鈥淚n the new year, organizations will prove to be decisive in their approach to managing spend as they take steps toward business recovery. Only a holistic, cloud-based approach with the data underlying every spend decision 鈥� from direct and indirect goods procurement to contingent labor, services providers and MRO spend, all the way to travel and expense management 鈥� offers the necessary insights to counter disruption and extend competitive advantage. These insights help companies achieve their financial goals, as well as their operational, environmental and social objectives. Never before have connected commerce and intelligent spend management been as pivotal to business success as they are going to be in 2021.鈥�

鈥� , president, Intelligent Spend and Business Network, 麻豆原创

鈥淎s we look toward a new year and anxiously await the broad distribution of vaccines against COVID-19, leaders in the procurement, supply chain and logistics industries will take center stage as nations mobilize to turn back the pandemic. How adaptable is our infrastructure, how agile is our technology and how ambitious is our purpose in the race to safely manufacture these life-sustaining breakthroughs and distribute them equitably? The eyes of the world鈥檚 7.8 billion people will turn to leaders in procurement and operations management to help navigate what may be the most complex if eagerly anticipated logistical challenge of all time. The opportunity and responsibility are immense.鈥�

听鈥� , chief product officer, Intelligent Spend Management, 麻豆原创

鈥淭his year has been defined by supply chain disruption. The impact of COVID-19 has accelerated trends that will not only lead to the diversification and localization of supply chains, but also increase the need for digitalization and end-to-end visibility. Now more than ever, procurement is uniquely positioned to be transformative and highly impactful for businesses as we enter a new era of data-driven intelligence. A shift away from the traditional, linear supply chain to a broader supply network, coupled with dynamic partnerships driving innovation, will be key to gaining a 360-degree view of supply, improving cash flow, developing new products and pursuing sustainability initiatives. Breaking away from reactivity and focusing on proactivity will be essential in tackling new business challenges in a post-COVID-19 world. Network strategies, and making use of data-driven insights, will be important in avoiding repercussions from future shocks and shifts, replacing linearity with interconnectivity.鈥�

鈥� , executive vice president, Network and Ecosystem, 麻豆原创 Procurement Solutions

鈥淎s the year draws to a close, the full measure of the pandemic鈥檚 devastating effects is just coming into view. Beyond its incalculable human toll, COVID-19 has wreaked havoc on nearly every business, in every industry, in every region. As we welcome a new year, I believe that procurement 鈥� and particularly procurement technology 鈥� has a paramount role to play in restoring confidence to organizations as they seek to regain their competitive edge, revive their operational resiliency and replenish their hopes for the future. That level of confidence requires a seamless, integrated approach to digital business processes that extends visibility, reduces complexity and fosters collaboration. That鈥檚 how procurement 鈥榤akes it happen,鈥� and it鈥檚 why we鈥檙e placing a strong focus on executing against our 麻豆原创 Procurement vision in the year ahead.鈥�

听鈥� , chief product officer, 麻豆原创 Procurement Solutions

鈥淭he evolution of procurement over the next five to 10 years will be driven by macroeconomic factors: the exponential growth of the digital economy, declining productivity and the stagnation of globalization. Living with the coronavirus pandemic, and planning for a future with increasing uncertainty, many organizations are watching global supply chains and taking stock of their own risks in the market. Supply chains need to be structured differently moving forward to remain resilient and adaptable; and spend management organizations are going to play a pivotal and central role in leading that change. We can expect to see suppliers as the driving force for innovation in most organizations, helping realize the promise of artificial intelligence and begin to reverse the productivity slump. As such, companies will need to take a very different lens regarding management of their supplier base than in the past. I anticipate the rise of spend management professionals as trusted advisors, providing solutions and preparing for unforeseen events; delivering greater value by moving the conversation from cost-saving to strategy.鈥�

鈥� , senior vice president, Product Strategy, 麻豆原创 Procurement Solutions

鈥淗umans are innately resilient.听As companies large and small strive to survive the pandemic period and its devastating economic effects, we see human and machine intelligence coming together to play a significant role in decision making. Not only is this helping companies survive and fuel recovery efforts, but it is also inspiring new business models and transformation initiatives that are setting the course for long term growth. Companies are banding together as they look to share resources, responsibly dispose of inventory and spares, shift culturally to be more inclusive in work from home policies and naturally place greater emphasis on employee health and safety.听Businesses will continue to incorporate more network-driven and digital strategies to engage with existing trading partners and find new ones.听Meanwhile, procurement operations are front and center leading efforts to accelerate digital transformation and drive greater supply chain resilience. To operate in today鈥檚 business environment, companies must focus on digitalization to increase productivity, leverage data and intelligence to drive visibility in supply chains, shift sourcing strategies and create responsible trading partnerships for long term sustained business resilience and growth.鈥�

鈥� , global vice president, Product Strategy, 麻豆原创 Procurement Solutions

鈥淚n the new year, I expect contingent workers and services providers to continue to play a leading role in helping organizations rebound from disruption, regain their competitive edge and respond to the shifting needs of customers. The creativity and flexibility for which external labor is renowned may not be new. But, for some organizations, gaining visibility into this often-unseen segment of the workforce may be. In 2021, I believe the transparency and insights made possible by cloud-based external workforce management solutions will help to determine which organizations return from the pandemic stronger than before 鈥� and more responsive and resilient to unforeseen change.鈥�

鈥� , general manager, 麻豆原创 Fieldglass

鈥淚f 2020 was a year of disruption 鈥� and was it ever 鈥� then let 2021 be a year of rebuilding. In the year ahead, I foresee cloud-based solutions, particularly with regard to external workforce management, playing a vital role in lending businesses the flexibility they need to take steps toward recovery. Just as they always have, contingent labor and services providers deliver the depth of skills and expertise necessary to propel businesses forward. With the right sets of digital tools, organizations can achieve maximum visibility and value from these essential workers, ramping up and down efficiently as the new year unfolds.鈥�

鈥� , chief technology officer, 麻豆原创 Fieldglass

鈥淏uilding unconditional customer trust and thriving for customer success will continue to be a focus for businesses in 2021. COVID-19 has taught businesses to adapt quickly to changes and cater to customers鈥� needs with unwavering attention, making them their true partners. In the new year, I expect Customer Success teams to play a prominent role in understanding the customer鈥檚 health, identifying what the customers need to be more successful in a challenging environment and as trusted advisors provide intelligence to make smart decisions to mitigate risks thus providing seamless customer experiences. Connecting and engaging with customers will continue to be different via remote and self-service channels, however, personalized communication and services will play a critical role.鈥�

鈥� , senior vice president, Customer Engagement and Adoption, 麻豆原创 Procurement Solutions

鈥淐OVID-19 undoubtedly shined a light on the importance of Procurement. As businesses experienced major shifts and disruption on a global scale, procurement leaders rose to the challenge and emerged as heroes in their organizations by securing critical supply and ensuring business continuity. Even more importantly, by laying the foundation for functional excellence in this way, they were freed up to connect to their organizations鈥� strategy and purpose despite challenges that at times seemed unsurmountable.听However, as we come out of the crisis-mode that defined most of 2020, changes must be made to truly overcome supply chain disruption and ensure long-term resiliency. A critical lesson learned is the importance of establishing and maintaining strong supplier relationships. By proactively listening to suppliers and better understanding their experience and challenges, procurement leaders can take the necessary action to improve their businesses through their ability to secure critical supply, deliver with a greater degree of resiliency and accelerate savings by uncovering and addressing barriers.听As we head into 2021, it is time to recognize the power these relationships have in providing insight for leaders to better understand their KPIs and move the needle for their businesses in a positive direction.鈥�

鈥� , senior vice president and general manager, Intelligent Spend and Business Network, 麻豆原创

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According to Gartner, 鈥淕rowing pressure to reduce spend, drive compliance and improve efficiency continues to propel interest in the P2P suite market. . . . Gartner defines procure-to-pay (P2P) suite market as integrated solutions with automated workflows to request, procure, receive and pay for goods and services across an enterprise. These solutions are marketed as suitable for processing, at a basic level, all types of spending including indirect goods, direct goods and services. P2P suites optimize the purchasing process, resulting in improved financial controls, process compliance, cost savings (or cost avoidance) and mitigated risk.鈥� Gartner evaluated 14 P2P suite providers on 15 criteria and placed 麻豆原创 in the Leaders quadrant based on its completeness of vision and ability to execute.

鈥淭he experiences of this past year have put a spotlight on the importance of agility in procurement to manage unexpected disruption,鈥� said Baber Farooq, senior vice president, Product Strategy, 麻豆原创 Procurement Solutions. 鈥溌槎乖� is uniquely positioned to respond quickly to changing market conditions and is the only provider that can help businesses manage all categories of spend. With process-level integrations across 麻豆原创 Ariba solutions, 麻豆原创 Fieldglass solutions and 麻豆原创 S/4HANA, we will help our customers become intelligent enterprises and deliver business outcomes that propel growth and innovation during this challenging time.鈥�

Additionally, in the Gartner Critical Capabilities for P2P Suites report,** published November 2, 2020, 麻豆原创鈥檚 P2P solution suite ranked as the No. 1 vendor in the Services Focused use case, scoring 4.32/5. Gartner also scored 麻豆原创 among the highest two for Indirect Procurement Focused (4.15/5), Direct Materials Focused (4.08/5), and Complex Environment Focused (4.04/5) use cases in the same report.

麻豆原创 Ariba and 麻豆原创 Fieldglass solutions are part of the larger intelligent spend and business network portfolio from 麻豆原创, which also includes 麻豆原创 S/4HANA functionality for operational procurement and 麻豆原创 Concur solutions. The newly formed business unit brings together 麻豆原创鈥檚 solution and product engineering teams focused on procurement, external workforce management, and travel and expense management to help ensure 麻豆原创 continues to lead the intelligent spend and business network markets while tapping into the broader portfolio so that customers benefit from a completely integrated suite.

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*Gartner, 鈥淢agic Quadrant for Procure-to-Pay Suites,鈥� Kaitlynn Sommers, Micky Keck, William McNeil, Tim Faith, October 19, 2020.
**Gartner, 鈥淐ritical Capabilities for Procure-to-Pay Suites,鈥� Micky Keck, William McNeil, Kaitlynn Sommers, Tim Faith, November 2, 2020.

Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner鈥檚 research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as 鈥渁nticipate,鈥� 鈥渂elieve,鈥� 鈥渆stimate,鈥� 鈥渆xpect,鈥� 鈥渇orecast,鈥� 鈥渋ntend,鈥� 鈥渕ay,鈥� 鈥減lan,鈥� 鈥減roject,鈥� 鈥減redict,鈥� 鈥渟hould鈥� and 鈥渨ill鈥� and similar expressions as they relate to 麻豆原创 are intended to identify such forward-looking statements. 麻豆原创 undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect 麻豆原创’s future financial results are discussed more fully in 麻豆原创’s filings with the U.S. Securities and Exchange Commission (“SEC”), including 麻豆原创’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.
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