The demand for labour in Australia continues to outstrip talent supply, especially in sectors like resources and mining, construction and engineering, manufacturing, and trades. In a recent study between , 45 per cent of procurement executives reported frequent digital security breaches with their contingent workforce. Thirty-five per cent of respondents experienced unauthorised spend, and 34 percent experienced compliance issues.

Intelligent tech creates connected talent ecosystem

As the complexity and digitalisation of workforces increased during the pandemic, the ability to manage remote workforces throughout the employee lifecycle has become critical. Compounded by the restrictions Australian businesses face with offshore talent during the global pandemic, organisations must devote the same attention, rigor, and focus on talent supply chains as any other supply chain or asset-driven commodity.

Intelligent technology solutions are offering businesses new avenues to reconsider talent acquisition and management, creating an interconnected ecosystem for managing adaptive talent supply chains.

Benefits of talent supply chain digitalisation

In the not too distance past, companies could manage talent supply chain as complex, disconnected, and lengthy processes with numerous teams working in silos across the business without real visibility or centralisation. Now companies that rely on contingent workers and service providers in substantial numbers are turning to vendor management systems (VMS) that streamline and centralise talent sourcing, procurement, and oversight.

An intelligent VMS can consolidate operations, acquisitions, and management, on a unified platform, reducing the cost of staffing while increasing process efficiency and workforce quality. Providing a single source of truth and control is critical for compliance and efficiency.

For example, runs a global value realisation assessment program for all of our key customers, and in the last analysis of customer outcomes we saw an annualised 60 per cent improvement in worker quality since implementation, and an average of three per cent savings through improved compliance alone. This was only possible with increased visibility and access across each organisation鈥檚 talent supply chain processes.

External workforce success metrics

To manage an external workforce program successfully, leaders need to look at how they manage full-time employees today, putting equal weight and importance on how teams measure success through processes across four value drivers: cost control, compliance, quality, and efficiency.

Each value driver is directly impacted by the provision of visibility across the external workforce. To measure success, it is important to understand these drivers and how they fit into the overall strategy and direction for the organisation.

An external workforce program can mature over time. Initially, it makes the most business sense to focus on organizational and team priorities and quick wins for the quickest return-on-investment while preventing change fatigue. Consider cost control which can translate to a variety of strategies and tactics, quickly becoming overwhelming from a change management perspective, and potentially no longer obtainable. Leaders need to break this value driver down into smaller, more easily achievable goals.

For example, one organisation set a goal to streamline invoicing processes and reduced FTE (full-time equivalent) talent costs. After implementing 麻豆原创 Fieldglass, the business completely automated invoice reconciliation, saving $22M AUD in the first year. By simplifying, standardising, and automating processes, the organisation also reduce headcount in its accounts payable team by three FTE.

In setting small reachable goals and KPIs, businesses can quickly see improvements. However, as organisations constantly change, it鈥檚 important to regularly refresh goals and ensure alignment to the overarching business strategy. This needs active and continuous management, whether manually or through intelligent technology solutions.

As organisations innovate how they manage and connect with employees, technology will continue to play a significant role in how businesses adapt to and anticipate change. The 鈥榥ew normal鈥� that continues to evolve in response to the global pandemic has highlighted the importance of operating safely yet with flexibility. Organisations need the right technology in place to support these robust and ever-shifting work arrangements.

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鈥淐ompanies that recognize the role of technology in transforming their business models are the ones that have been able to thrive,鈥� said Chris Willcocks, head of intelligent spend management at 麻豆原创 ANZ. 鈥淐ustomers are focused on driving visibility in their supply chains and through their data, becoming an agile , increasing the resilience of their functions in business, and identifying and reducing risk.鈥�

Intelligent enterprises innovate with business networks

Speaking with Baber Farooq, senior vice president of intelligent spend management at 麻豆原创, during the event, Willcocks gave the virtual audience a glimpse into the future of procurement. It鈥檚 built on insights from quality data across supply chains, bringing buyers much closer to their suppliers. Noting that procurement doesn鈥檛 exist in a vacuum, Willcocks said that collaborative business networks are foundational to digital transformation.

鈥淲hen you鈥檙e connected not only to your suppliers, but to your customers and their customers, you make the move to being an intelligent enterprise,鈥� he said.

Autonomous procurement for intelligent spend

Just when the world needs to boost productivity to recover from the worldwide pandemic, markets are facing potentially dire shortages of both goods and labor. The answer lies in intelligent procurement where people do the things that machines cannot replicate.

鈥淧rocurement is at the heart of solving these [productivity] problems,鈥� said Farooq. 鈥淭hat鈥檚 why we鈥檙e focused on automating more and more processes 鈹� what we call autonomous procurement. Intelligent spend is finding out what machines can do and letting machines do that, and getting people to focus on the things that people do, which is establishing strategic relationships with suppliers.鈥�

Digitalized procurement translates to business innovation

In digitalizing forecasting, inventory management, and other collaboration points between buyers and suppliers, business networks have profoundly changed procurement. Teams have the time to be more productive, which translates to innovation.

鈥淚 was talking to an automotive customer who said that over 90 percent of the innovation they have in their cars came from their suppliers,鈥� said Farooq. 鈥淎nother customer in Asia recently launched an initiative where they used the 麻豆原创 business network supporting the goal of paying all suppliers within seven days. The network allows you to foster that amazing relationship with the supplier because everything is digital鈥eople can do what they do best, which is driving relationships and working on innovation.鈥�

Farooq challenged the audience to ask themselves, despite all the technological innovations the world has experienced in the past decade, if they had more time today for their work than they did 10 years ago.

鈥淭echnology has come about to make people more productive, but it has to get out of the way,鈥� he said.

鈥淭he heart of AI is to make businesses more effective鈥f we can make procurement organizations more productive, procurement organizations can make their entire business more productive, becoming a strategic advisor to the C-suite.鈥�

As for those organizations that regret not digitalizing fast enough to head off the worst business impacts from this pandemic, it鈥檚 not too late to prepare now for the next supply chain disruptions headed our way soon.

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When the pandemic first began to impact Australian shores in early 2020, almost overnight, companies were required to enforce work-from-home policies for most workers. Now, well into 2021, we鈥檙e seeing this trend persist as state lockdowns and stay at home orders continue. New data released in May this year claims that now almost half, (43 per cent), of Australians are spending some of their working week from home.

Read the full article from .

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鈥淐ompanies need an integrated, holistic system that brings information together in a unified way for greater visibility across operations,鈥� said Chris Willcocks, vice president and head of intelligent spend management at 麻豆原创 ANZ. 鈥淭hey can monitor, measure, and manage the entire contractor engagement lifecycle in real-time to ensure that procurement and health and safety policies and processes are consistently enforced. In an environment where human lives are at risk and unplanned shutdowns can cost millions per day, doing this right is absolutely critical.鈥�

Balance external workforce safety with productivity

Research from an conducted in collaboration with 麻豆原创 Fieldglass, showed that across all industries, 42 percent of workforce spend is on external labour. What鈥檚 more, industries like mining, oil and gas, utilities, chemicals, and heavy manufacturing typically average higher percentages of contingent workers as part of their overall workforce population. The trouble is, external workers often face additional time pressures, potentially increasing safety risks.

Findings from FEFO Consulting鈥檚 confirmed this challenge. The index benchmarked feedback about safety, engagement, leadership, and systems from over 200,000 respondents in asset intensive companies primarily based in ANZ. Compared to employees, contract workers were 24 percent likelier to feel pressured to compromise safety to complete a job, and 10 percent likelier to have seen colleagues compromise safety for the sake of shortcuts.

鈥淓xternal workforces often consist of short-term labor that鈥檚 expected to carry out complex, specialised work at speed as they interact with numerous stakeholders,鈥� said Mark Wright, managing director at FEFO Consulting. 鈥淚n driving a high performance culture, don鈥檛 put productivity before safety. That leads to a culture of rushing to get the job done, as opposed to looking after your workmates and coming home safely.鈥�

Minimise risk with tech and culture change

Asset-intensive industries face growing regulatory pressure in Australia. Industrial manslaughter laws and punishments can amount to fines in the tens of million with executive liability that could mean lengthy imprisonment. To prevent incidents, Wright recommended a combination of technology innovations plus workforce culture change.

鈥淭ake a pragmatic, risk-based approach by focusing on compliance requirements that will actually add value. Apply technology to simplify, gain efficiencies, and improve the user experience,鈥� said Wright. 鈥淢ake culture changes by setting clear expectations that balance safety before production. Recognise positive performance and create a great experience so external workers can easily follow processes and model behaviors that meet both compliance and productivity objectives.鈥�

Digitalisation for business results

To operate safely and efficiently, asset-intensive industries need to capture and understand mountains of data that reflect workforce activities spanning recruitment, hiring, and daily onsite performance. For many organisations, digitalisation has profitable business impact.

A global mining company with major operations in Australia, increased workforce visibility, process efficiencies, and cost-savings by integrating 麻豆原创 Fieldglass with its core 麻豆原创 ERP system. The company improved regulatory compliance across external workforce processes, from engagement through offboarding. Supervisors reduced their workload significantly by eliminating time-consuming administrative steps such as service entry sheets for the external workforce. They also saved costs by having one consistent system for worker types and rate cards.

Pandemic-era business resilience

Although the pandemic didn鈥檛 hurt Australia as much as other harder-hit countries, remotely located industries were affected due to their heavy reliance on a more transient workforce. These people often travel across state borders within Australia or fly in from other regions of the world. Earlier lockdowns contained the pandemic鈥檚 spread, but restricted the flow of contingent workers.

鈥淭he smartest organisations have learned from the pandemic鈥檚 challenges. They鈥檙e looking at risk beyond likelihood and consequence, to consider the velocity and speed of how major risks can impact them,鈥� said Willcocks. 鈥淔or example, we just launched , a tool designed for asset intensive industries. Companies can quickly assign large volumes of workers by task, tracking and managing spend for complex plant maintenance scenarios, and most important, ensuring health and safety compliance.鈥�

External workforce brings innovation opportunities

The pandemic鈥檚 speedy, devastating impact is now kindling innovation. Wright urged organisations to move beyond purely compliance-based external workforce selection and management, and consider new ways suppliers can add value.

鈥淚nstead of asking your external workforce suppliers hundreds of questions about their risk and injury statistics during pre-qualification and annual reviews, ask targeted questions on how they think you can innovate,鈥� he said. 鈥淚f someone can improve your safety with innovations, that will help you quickly adapt to fast-moving threats.鈥�

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This year鈥檚 offers extensive resources to help you achieve it.

Future-Focused Procurement Track

For the first time, 麻豆原创 is offering a full day of procurement sessions focused on enabling you to optimize outcomes and chart a successful path forward. Launching on June 22, the Procurement track at 麻豆原创PHIRE NOW will feature a wide array of leaders, experts, and peers exploring how 麻豆原创 helps users align every spend decision to business strategy in today鈥檚 networked economy.

Customers like TAFE NSW, Coles and Ventia will share their experience and best practices, while 麻豆原创 partners and executives will offer insights on next-generation intelligent spend management solutions, recent and planned innovations, and a vision for the future.

To accommodate different schedules and interests, sessions will be offered in a variety of short- and long-term formats and divided into several sub-tracks, including digital transformation of procurement, trading partner collaboration and innovation, and external labor spend optimization. This content will offer valuable skills and information on how to:

• Shift procurement from an operational function to a strategic business force
• Deliver a smarter, guided, more autonomous process across all categories of spend
• Get closer to and collaborate better with suppliers, providers, and other trading partners through the world鈥檚 largest unified business network
• Enhance efficiency and connection through an open, extensible platform that integrates procurement into strategic planning and supports the goals of finance, operations, and the entire company
• Effectively manage external labor procurement to reduce security risks, increase business agility, and drive greater value in this critical and fast-growing spend category
• Adopt digital transformation strategies used by procurement and supply chain leaders to meet key goals and attain competitive advantage

Fast-Paced Studio Broadcast

Before starting the sessions, we鈥檒l kick things off with 麻豆原创PHIRE NOW studio, an engaging and quick-moving broadcast covering the latest procurement news, announcements, and conversations with analysts and top regional businesses. Attendees will hear from John Wookey, president of Intelligent Spend and Business Network for 麻豆原创, along with Thomas Saueressig, member of the Executive Board of 麻豆原创 SE, Product Engineering, who will discuss what is happening now and what is ahead to accelerate your digital journey.

Exciting Activities Expand the Experience

Tune in on June 3 for the 麻豆原创PHIRE NOW global keynote, where 麻豆原创 CEO Christian Klein will deliver exciting strategy updates and examine their impact with other special guests. And don鈥檛 miss the hands-on Digital Showcase Procurement Agility Tour, where you can see bicycle manufacturer 72 Bikes tap the power of a future-proof spend management system and global business network to launch a new sustainable product line.

Register Today

Registration is free for 麻豆原创PHIRE NOW in 2021. to secure your spot, then watch your inbox for detailed information to set your schedule and make the most of this industry-leading event.

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Laity applied the relief funds to create his social enterprise that now donates 50 percent of profits to each customer鈥檚 chosen charity. As a long-time volunteer firefighter and public-spirited individual, launching a social enterprise made perfect sense, despite the challenges getting started.

鈥淗aving been on the receiving end of help for the first time, I decided to do some good with the money that was given to me,鈥� said Laity. 鈥淭he initial pain you experience pays itself off tenfold once you get established. Most of the world鈥檚 problems are created by the relentless pursuit of profits. Strengthen that business focus with a charitable motivation, and you鈥檙e helping to create a better world.鈥�

Located in Australia鈥檚 wine region near Melbourne, Goodwill Wine donates to over 300 charities throughout the country, while generating profits from its wine sourcing and delivery services, and online shop. Half of its workers have been either long-term unemployed or are living with a disability. Through customer donations, its charities serve a range of populations, from serving hot meals to Australians in poverty, to fighting animal cruelty, and providing firefighting gear for volunteer brigades

Procurement spend for the greater good of society

Goodwill Wine is one of over 400 social enterprises certified by , an Australian-based organisation that matches corporate and government buyers with suppliers qualified as social enterprises, meaning organisations that reinvest profits to tackle societal problems and help the environment. became a Goodwill Wine customer after hearing about the organisation from Social Traders.

鈥淥rganisations have incredible clout when it comes to which suppliers they choose to do business with,鈥� said Nicole Stevenson, procurement with purpose fellow at 麻豆原创 ANZ. 鈥淚n using our internal spend and evolving our supply chain, 麻豆原创 can help strengthen the Australian economy by doing more business with local social enterprises to make important societal changes.鈥�

Rallying businesses worldwide to spend more with social enterprises and diverse suppliers is central to vision that鈥檚 also aligned with global UN sustainability goals. Following launches in the UK and Canada, 麻豆原创 rolled out the program in Australia to tackle social inequalities and environmental imperatives through corporate spend in that country as well.

Sustainable, diverse business marketplace

Social Traders鈥� marketplace of certified social enterprises spans food services and hospitality, facilities management, manufacturing, packaging, graphic design, IT, and more. Buyers have spent over a quarter of a billion Australian dollars with these suppliers during the past three years. Much more than your average business marketplace, Social Traders is intent on changing people鈥檚 lives in an economically sustainable way.

鈥淪ocial enterprises are like any other business supplier looking for the opportunity to compete, except that they deliver social impact, giving back to the community,鈥� said Mike McKinstry, CEO at Social Traders. 鈥淭hese are very entrepreneurial people and it鈥檚 a question of where can they fit into society to add value and generate economic results. 鈥�

Money talks, be responsible for your spend

Stevenson advised organisations interested in social procurement to take responsibility for the power of their spend with thoughtful decision-making.

鈥淩esearch every layer of your supply chain to see what steps your suppliers have taken to eliminate slave labor further down in the chain, boost the use of recyclable plastic and other materials, or eliminate the middleman so farmers can receive higher wages,鈥� she said. 鈥淭ake it step-by-step to explore where you could potentially transform your suppliers in the simplest way, including which ones could become social enterprises.鈥�

Equally important, set measurable goals and adjust them over time. For example, 麻豆原创 has targeted five percent of its annual addressable procurement spend to social enterprises and five percent to diverse businesses by 2025.

Stevenson also suggested that companies engage both employees and customers in social enterprise initiatives. That鈥檚 one of the reasons 麻豆原创 Australia selected a wine company to participate in its procurement with purpose program.

鈥淲ine and other beverages are high-visibility products, positioning our social enterprise commitment front and center with employees and customers who visit us in Sydney,鈥� she said. 鈥淲hen our office reopens, we鈥檙e looking forward to once again celebrating events in-person at our beautiful bar with wine.鈥�

Creating change in Australia

For community-minded entrepreneurs and businesses looking to get involved, Laity advised learning more about social enterprises and their impact.

鈥淭alk to other social enterprises like us and certifying organizations, as well as companies such as 麻豆原创. After a slow start we鈥檙e now profitable and growing significantly because we help charities,鈥� he said. 鈥淜udos to 麻豆原创 for their commitment to such a revolutionary initiative that鈥檚 building community awareness and attracting other organisations. Social enterprise business is like a family where we all help each other.鈥�

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These enterprise customers are adopters of that are enablers for new ways to manage spend and drive cost reductions. For the mid-market organisation, this transformation has been not been as consistent.

For many , the procurement function tends to be a lot less strategic and we often see organisations who are running processes that have had very little change in over a decade or more.

This stagnation comes at a cost through reduced margins, higher inefficiencies, and potentially excessive administrative overhead.

This decade we are also seeing increasing regulatory oversight on areas such as modern slavery, supplier payment times and health and safety 鈥� in some regions even exposing management to prison sentences for non-compliance. Couple all this with an increase in challenging trading conditions 鈥� the path to improvement is becoming more urgent.

With 2021 firmly underway the aim of this article is to provide a simple measuring stick for mid-market organisations to determine their relative procurement maturity in a number of selected areas. Whilst procurement has different aspects across different industries, many of the themes discussed below are cross-industry and apply in some way to most types of organisations. Forward looking mid-market organisations would be encouraged to assess some of these criteria against their current priorities for 2021 and beyond.

A key theme will be the across core processes which is an enabler to best in class outcomes.

How do your casual users buy?

Casual users are the staff in your organisation that need to buy 鈥渟tuff鈥� but are not part of a purchasing or supply chain team. Examples of this can be Marketing, Legal, HR, Facilities, IT and other similar areas. Each of these buyers need to procure goods and services for their area of operation in an easy way.

Most organisations will have some element of purchase initiation from staff that are not directly in procurement. The differences between approaches can be stark.

In the above scenario the path from laggard to best in class is underpinned by technology as the key enabler.

What is your catalogue strategy like?

Most of us use popular online web stores at home where there are vast catalogues of items to select from, but for a lot of mid-market organisations when you buy at work, it can still look like the 90s.

Catalogues provide the key connection for contracted items from suppliers with your buyers.

How does your organisation transact with suppliers?

Digital collaboration has been around for over a decade but in the mid-market the process can still be very email driven. If you are sending a Purchase order manually or even just as an attachment or inline text in an email and then receiving a paper or PDF invoice at the end – then the process is not digital. Digital is about engaging the supplier to directly provide transaction data in areas such as confirmations, shipment notices, returns, credits and invoices. All without data entry by your staff.

The path to digital delivers reductions in FTE overhead with better visibility on orders, faster invoicing turnaround and better compliance from suppliers to your purchase orders and contracts.

Government is also coming on board with many jurisdictions looking to encourage digital collaboration in the marketplace.

The way you transact with suppliers will have a direct impact on Accounts Payable efficiency discussed next.

How efficient is your Accounts Payable team?

Poor purchasing practices often place a bigger burden on Accounts Payable teams to wade through non-compliant, incomplete and missing information in the quest to process invoices and approve them for payment. Phones and emails can be bombarded with queries around late payment that follows.

We also seeing more governments introducing tougher rules around paying smaller suppliers which requires Accounts Payable teams to be able to get through invoicing efficiently.

The above scenarios are just some examples of the challenges we see at mid-market organisations.

There are opportunities for hard savings and benefits to those organisations that move towards best in class and it can often be done in a cost-effective way. For many mid-market organisations there is still a large administrative overhead that is behind the efficiency of bigger organisations who achieve more with less.

Interested in learning more? At 麻豆原创 we work with many and can provide advice and guidance around your digital procurement strategy for 2021 and beyond.

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The TikTok algorithm creates a natural sense of belonging. You don鈥檛 follow people or topics the same way you do on Instagram, Twitter, MySpace or Facebook. Instead, you react and engage with content and the algorithm better learns what you like. You can follow specific people, of course, but this in some ways feels like a more natural way to find what you are truly passionate about.

Over the past year, 麻豆原创 began research across North America to understand the future of people. Through this research, they identified a group called . This group extends across generations, however appears in higher concentration among Millennials and Gen Z. 鈥淭he Passionates鈥� personal values drive decisions about where they live, work, and play.

Today, this group makes up 20% of the general population with trends showing they are likely to dominate over time.

Making them an increasingly influential demographic. In place of the seven traditional Ps of Marketing, 鈥淭he Passionates鈥� buy from companies with leaders that align with their positions (64% to 51%), are authentic (75% to 62%), and empathetic (71% to 53%). They work for companies that are ethical and committed to more than just making a profit. 82% of Passionates say they value organisational transparency compared to 78% of everyone else.

You might assume focus on change without tangible results might lead to a sense of hopelessness, yet Passionates proved this hypothesis wrong. The Passionates are incredibly optimistic about the outcome, leaving them with drive and resilience.

The Passionates are driving corporate change. We see organisations rolling out programs to reduce carbon emissions, eliminate plastic, embrace diversity, and commit addressable spend to social enterprises. Passionates reward this behaviour and continue to push further. In the three-part mini-series , Baratunde Thurston lays out three key areas where massive change is already occurring 鈥� Sports, Fashion and Food.

During my short-lived adventure into TikTok land I found myself diving deeply into different perspectives for TikTokers that were very much unlike me. I wanted to empathise with as many people as I could and gave out those likes with each 60 second story.

The most surprising part for me is that I鈥檓 in the minority of people that jump into things this way. Only about 20% of people have this level of passion for a wide variety of topics 鈥� we鈥檙e ready to change the world. Are you ready to help us?

If you鈥檙e interested in learning more about The Passionates and how they will impact your business 鈥� let鈥檚 have a chat.

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TAFE NSW is the second largest vocational education provider in the world, serving over 400,000 students across more than 130 campuses and online through TAFE Digital. It offers more than 1,000 courses 鈥� from plumbing to floristry, nursing to construction, aviation to fashion design.

One system for simplicity

As a result, its supply chain is extremely diverse. In 2017, TAFE NSW operated as 11 separate units, with different technology systems, organisational structures and product portfolios with a combined operating spend exceeding A$500 million.

TAFE NSW did not have a centralised procurement function to manage its significant spend. Instead, purchasing was handled on an ad hoc basis through multiple, disconnected platforms. TAFE NSW turned to 麻豆原创 Ariba solutions to integrate and standardise the end-to-end source-to-pay process across the organisation and to consolidate all spend on a single platform in the cloud to help drive efficiency, cost savings and compliance.

New procurement platform

In partnership with , TAFE NSW implemented 麻豆原创 Ariba solutions for sourcing, contracts, buying, invoicing and payment, laying the foundation for a new procurement platform called TAFE NSW Checkout. By automating and simplifying the entire source-to-pay process for procurement and business stakeholders, TAFE NSW has been able to improve governance and compliance across the purchasing cycle. Furthermore, replacing its disjointed, manual, paper-based processes with a fully integrated, online buying experience has enabled TAFE NSW to increase savings, shorten the time to procure goods and free up administrative burden so staff can focus on its core business 鈥� teaching.

Since the rollout, TAFE NSW has trained 2,000 requisitioners and 1,300 approvers on the for 麻豆原创 Ariba solutions, enhancing visibility and control across spend categories, with straight-through processing leaping from 2 percent to 44 percent within the first month and PO compliance rising to an impressive 93 percent. The organisation鈥檚 network of suppliers are paid accurately and on time through invoice automation.

Procurement driving purpose

TAFE NSW is also now better equipped to channel spending to Aboriginal-owned businesses and other local small businesses, thereby supporting the Australian community and economy. As a result of this digital transformation and the improved processes 鈥� from more competitive, strategic sourcing to digital contract compliance 鈥� TAFE NSW expects to achieve up to A$33 million in savings over the next few years.

鈥溌槎乖� Ariba solutions have enabled us to develop a robust and unified spend management platform, which helps streamline the organisation鈥檚 procurement processes,鈥� said Giles Curtin, TAFE NSW general manager of Procurement. 鈥淭he improved user experience means we鈥檝e been able to onboard thousands of remote staff onto the platform throughout COVID-19, with the end-to-end electronic workflow enabling them to focus on teaching, knowing their buying needs are being met while at the same time achieving significant efficiencies and cost savings for our business.鈥�

The implementation of 麻豆原创 Ariba solutions follows the successful rollout of 麻豆原创 Fieldglass and 麻豆原创 Concur solutions. With helping to manage its large contingent workforce, TAFE NSW has increased visibility into this critical workforce segment and improved talent management decision-making.

Saving time and money

Since the rollout in 2017, the organisation has reduced the number of contingent worker invoices from 17,000 to just 24 each year, and has automated and auto-paid more than 50,000 timesheets per year. Additionally, since its rapid 15-week deployment of solutions in 2019, TAFE NSW has moved 1,100 purchasing cards for staff from a legacy system to the cloud, making business expense processing more efficient.

鈥淏y partnering with 麻豆原创 to improve visibility and management over spend, TAFE NSW has achieved huge savings back to the organisation,鈥� said Henrik Smedberg, 麻豆原创 Ariba and 麻豆原创 Fieldglass ANZ regional vice president. 鈥淔urthermore, TAFE NSW Checkout has really raised the bar on user experience for staff and suppliers alike, and in the midst of a global pandemic no less.鈥�

According to Bloom Consulting Managing Director Abid Ali: 鈥淭he 麻豆原创 platform has set a new benchmark for the higher education sector, significantly improving the day-to-day experience for staff and suppliers. The implementation has enabled us to successfully drive improved processes and cost savings for TAFE NSW.鈥�

To find out more about 麻豆原创 Ariba, read more Australian customer success stories聽or visit the

To watch 麻豆原创 Ariba’s flagship procurement event on demand, visit .听

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To watch the Procurement Reimagined session with BHP’s Chief Procurement Officer, Sundeep Singh, you can .

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