Mumbai, January 13, 2025 鈥� , today announced its social procurement initiative, designed to empower social enterprises, by integrating them into corporate value chains and aligning with the nation鈥檚 development goals. The announcement underscores the company鈥檚 commitment to the region and its vision for sustainable growth.

As per the , India is home to more than 2 million social enterprises, with close to 25% led by women, making it one of the most dynamic entrepreneurial environments globally. 听These enterprises work across diverse sectors, including healthcare, education, agriculture, clean energy, financial inclusion, water, and sanitation, and are focused on pioneering sustainable business practices, while fostering inclusion, and local entrepreneurship. 麻豆原创鈥檚 support and collaboration with industry stakeholders aim to accelerate these activities while helping increased corporate purchasing from social enterprises. Corporates buying from social enterprises result in a positive impact on people and the environment, at the same time helping large businesses achieve their CSR, diversity, and sustainability goals. This is a nascent space with significant potential as evidence highlights; businesses are seeing positive business and social outcomes emerging from their supply chain inclusion and sustainability programs.

Launching the program in India, Manish Prasad, President and Managing Director, 麻豆原创 Indian Subcontinent, said, 鈥淭his initiative underscores our commitment to ensuring that good, ethical, and sustainable, corporate practices are woven into the fabric of business. By collaborating with social enterprises and nurturing alliances across our ecosystem, we can transform procurement decisions into an opportunity to uplift communities, generate jobs, and drive sustainable and equitable growth across the communities we operate. Social procurement has the potential to be a transformative tool to improve people’s lives.鈥�

The initiative on social procurement is aligned with the Government of India鈥檚 (GoI) interventions including the Government eMarketplace (GeM), Open Network for Digital Commerce (ONDC), Make in India, and promotion of Farmer鈥檚 Producer Organizations (FPOs), 鈥攄esigned to:

• Foster sustainable and ethical manufacturing: Sustainability is at the heart of 麻豆原创鈥檚 operations. The company will collaborate with partner organizations to work closely with impact businesses that prioritize ethical manufacturing practices and responsible production for global brands while supporting the development of responsibly and sustainably made products and services.
• Promote innovation and entrepreneurship for local impact: 麻豆原创 is joining forces with local incubators to lead an innovation-centric future, supporting social entrepreneurs in scaling their ideas and growing sustainable businesses. Over the past few years, 麻豆原创’s support has enabled the growth and development of over 100+ social enterprises, helping them achieve their goals and positively impact their respective communities. This commitment to nurturing and empowering impact businesses demonstrates 麻豆原创’s dedication to fostering inclusive economic growth.
• Empower farmers and create jobs: 麻豆原创 has also initiated a range of interventions such as supporting FPOs to enhance their “procurement readiness.” This includes providing support for farmer-producer organizations, enabling small farmers to access new markets to achieve stable incomes, and training FPO leaders in market operations and management. In addition, 麻豆原创 has been actively supporting social businesses by collaborating with various incubators and providing them with resources, mentorship, and guidance.

On the sidelines of the launch, 麻豆原创 India also unveiled a report entitled , in collaboration with Sattva Consulting, highlighting social procurement as a strategic priority for Indian businesses to drive sustainable growth while addressing long-term societal impact. The findings of the report further call on corporates to deepen their investments in impact businesses, fostering resilience and opportunity through impactful partnerships.

Srikrishna Sridhar Murthy, CEO and Co-Founder, Sattva, stated 鈥淭he study highlights social procurement鈥檚 potential to unlock economic value by engaging social enterprises, FPOs, and MSMEs, fostering resilience and inclusivity in supply chains. Effective implementation requires a comprehensive operating model with cross-functional and cross-departmental collaboration and infrastructure development to enhance the discoverability and scale of social enterprises, supported by investments from stakeholders like philanthropic foundations and DFIs.”

Through these social procurement initiatives, 麻豆原创 will drive responsible business transformation, while being aligned to India鈥檚 wider growth agenda.

The Social Procurement report is now available on our website:

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Bengaluru, July 25, 2024: In recent years, India has solidified its position as an emerging global economic power, thanks to a burgeoning consumer market and demands to de-risk global supply chains. Digital technology is vital to enable efficient, reliable, and sustainable supply chains and is core to India鈥檚 ambitions to increase its participation in global value chains from ~40% to ~50%. In line with this, the solution is designed to securely exchange standardized sustainability data, including product footprints, along the value chain. The solution allows companies to effectively exchange carbon emissions with their customers to help companies get actionable insights into Scope 3 emissions by moving from averages to actual supplier data.

Commenting on the announcement, Manish Prasad, President & Managing Director, 麻豆原创 Indian Subcontinent, said, “To propel India as a global manufacturing leader, a robust supply chain and logistics infrastructure is vital. To expedite India’s ambitious vision of being among the top supply chain hubs, it is crucial to integrate technologies like business network platforms and local data centres underpinned by Cloud and AI. At 麻豆原创, we are committed to this vision and are working with Indian enterprises, startups, and the wider ecosystem to promote transparent, efficient, and sustainable business value chains.”

As a part of the company鈥檚 ongoing efforts to to help enterprises build resilient supply chains, 麻豆原创 also unveiled a study, in association with Economist Impact exploring how businesses and industries are transforming procurement to meet existing and emerging challenges amid disrupted supply chains, rising costs, and growing uncertainty.

Some of the key trends among businesses indicate:

• Digitalization 鈥� the #1 business priority: Digitalization remains the topmost priority for businesses, aligning with India鈥檚 vision to create reliable and efficient global supply chains听through the use of digital technologies.
• Artificial Intelligence (AI) to the forefront: Digitalization, as the top priority, is being partly influenced by advances in automation technology, AI, and Gen AI, the top technology trend businesses are looking to implement over the next 12 to 18 months.
• Procurement鈥檚 green thumb: Legislation and compliance requirements around sustainability standards, supply chain transparency, emissions, and resource efficacies, are exerting pressures on businesses, particularly on procurement teams to meet the organization鈥檚 environmental, social, and governance (ESG) goals.

Ashwani Narang, Vice President & Head of Spend Management, 麻豆原创 India, added, 鈥溌槎乖� has been working with customers, partners, and the Indian government for years to support the vision of a 鈥楧igital India.鈥� 麻豆原创 Sustainability Data Exchange, coupled with multiple solutions available听at a local听India-based data center听we announced last year, will help our Indian customers bolster听supply chain resilience, transforming them into intelligent, sustainable, and future-ready businesses.鈥�

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Almost three years after the COVID pandemic put the world into lock down, we are still not yet free of COVID-19. In fact, we now have steadily increasing cases of monkeypox, which was previously confined to endemic regions.

Are we better prepared for the next health threat? Have we plugged the gaps to respond faster? Let鈥檚 not forget the many obstacles on this path.

For one, analysts point out that India Pharma Inc is still heavily dependent on imports for key raw materials. More than 70 percent of its raw material requirements and in the case of certain drugs, more than 90 percent are imported. Nearly 70 percent of APIs are imported from China, and the cost has reportedly jumped by orders of magnitude, thanks to geo-political concerns. This has impacted the margins of pharma drugs.

While higher raw material, freight costs as well as pricing pressures in the US business due to high channel inventory will continue to drag overall performance for the pharma sector, how will the first two challenges hamper the development of medicines and diagnostics for future health threats?

Corporate boardrooms have been in re-set mode to prepare themselves for this scenario, incorporating the hard lessons of the COVID pandemic into business-as-usual practices. This exercise has been enriched with direct feedback from cross-functional heads who were never part of boardroom discussions in the pre-pandemic era.

This is vital because some vital benchmarks have not yet 鈥� and probably will not 鈥� revert back to pre-pandemic times.

Express Pharma, as part of 麻豆原创 India鈥檚 Industry Knowledge Exchange (IKEX) Series, in partnership with the Indian Pharmaceutical Alliance (IPA), has culled some of these insights over a series of interactions. In May, we met up with CFOs, IT heads, and CRAMS leaders for an overview of how collaborations and technology are driving business innovation in the lifesciences sector. ().

And, in July, we got pharma procurement leaders, along with IT and operational leaders, to decipher their game plans on the procurement and SCM side. While the 麻豆原创 team gave an overview of how pharma companies can transform their organisations into intelligent enterprise by achieving value with intelligent ERP systems, pharma leaders spoke of transformations within their organisations to cope with disruptions in the pharma supply chain.

Harking back to the total disruption of pharma procurement during the early stages of the pandemic, Sapna Sharma, Director, Procurement, Category Head for API, Excipients and Respiratory, Cipla, said creating alternatives for suppliers topped the list of her company鈥檚 learnings. 鈥淲e have to be proactive, not reactive about creating alternatives for suppliers, especially those where we could predict we might have a problem. Cipla had started on this process a couple of years back. So, during the pandemic, we were able to move to alternative suppliers very fast as we already had them in place.鈥�

This process actually started way back in 2008, when China shut down many chemical and API manufacturing units before the Beijing Olympics. That was the pharma, and other sectors, first warning of supply chain shocks due to heavy dependence on imports.

But, even though this might seem like a logical thing to do, there was a lot of push back within companies, because as Sharma pointed out, it is a laborious process. For instance, one API might go into multiple SKUs. Sharma says it took some time to create a mindset that alternative suppliers were necessary. Cipla also created a plan to shift not just to alternative vendors, but alternate sites of existing vendors. As part of this initiative, Cipla also started educating their vendors, so that they were in line with the company鈥檚 overall strategy.

While these interactions show that most big pharma companies have taken the COVID lessons to heart and are proactively planning for disruptions like scarcity of key ingredients, consumables, etc, this transition remains a work in progress. In the coming months, Express Pharma, in partnership with IPA and 麻豆原创, will continue to meet more leaders to reflect on how companies are transforming into more resilient corporations and to ensure this transition percolates into all segments of the sector.

The article was originally published on 听on 6th October 2022.听Read more about it .

viveka.r@expressindia.com
viveka.roy3@gmail.com

听

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According to a study by the听, nearly 70% of organizations face procurement challenges due to inadequate adoption of new processes and technologies. In return, they lack the standardized processes, transparency, and data accuracy needed to optimize indirect and direct purchases effectively, address budget issues early, comply with regulations confidently, and manage the supplier network effectively.

Hesitation in procurement digitalization is a complicated issue for most Indian organizations. Although a constant supply of quality raw materials and services is needed, businesses are skeptical of the benefits of modern technologies and processes as outlined in the following four myths.

Myth #1: The impact of digital procurement is superficial

In its most simplistic form, digital procurement automates repeatable purchasing tasks boosting efficiency and reducing costs. But the application of intelligent technologies 鈥� such as artificial intelligence, cloud, and machine learning 鈥� infuses day-to-day operations and decision-making with real-time insights, predictive analytics, and new levels of collaboration. These capabilities empower businesses to tackle challenges, such as overcharges, duplicate payments, compliance assurance, operational cost reduction, risk mitigation, and supplier performance.

As procurement organizations rely on technology to extract maximum savings and value from suppliers and organizational spending, the rest of the business benefits. Indian Institute of Materials Management reports that 67% of organizations witness moderate improvements in supplier performance management while 50% have achieved significant progress in risk management.

Myth #2: Reducing costs is the goal, not efficiency

Creating a supportive supplier network is more than negotiating the lowest price possible for a specific component with a vendor or two. It鈥檚 also about weighing the vendor鈥檚 ability to deliver orders in full and on time and in ways that are environmentally compliant and follow ethical labor practices.

Take, for example, a supply chain that uses two vendors to provide a particular part 鈥� one of which shuts down due to government noncompliance. As a result, the company has 50% less supply available to meet demand. Backorders increase, customer trust erodes, and the remaining supplier is pressured to make up the backlog.

Procurement organizations can avoid this disastrous cascade of risk when using a cloud-based business network. They can alter their internal processes, accelerate quote approval, and seek out alternative vendors at a moment鈥檚 notice. And in a world where extreme weather, geopolitical events, and economic dynamics can shift the entire landscape, such procurement flexibility can help businesses navigate change and mitigate risk.

Myth #3: Digitalization doesn鈥檛 improve sustainability

Sustainability is not just an operations and facilities management issue; it鈥檚 also a procurement urgency. In fact, most respondents to the Indian Institute of Materials Management鈥檚 surveys ranked sustainability agendas as a high priority over the next two years, along with business agility and cost reduction.

As Indian industries participate more in global supply chains, midsize companies must respond to business-to-business demand for transparent evidence of their sustainability performance. This includes refusal of bribery and corruption; environmental stewardship; confidentiality of intellectual property; ethical labor relations; and compliance with international, national, state, and local laws.

A cloud platform allows businesses to share their sustainability performance improvements and outcomes with customers and supply peers. Doing so enables the customer and the supplier network to exchange best practices, identify gaps, and pinpoint opportunities to add more value and tighten the relationship.

Myth #4: Great supplier relationships provide great visibility

For generations, midsize companies have valued their suppliers and vendor relationships. But when expanding their reach in global markets, those one-on-one interactions do not provide the network-wide visibility to identify emerging opportunities and risks. This ability is especially critical as government regulations, geopolitical crises, climate change, and market volatility impact operations at a moment鈥檚 notice.

Through digitalization, every touch point of the supply chain 鈥� from product design and production to operations and service 鈥� is linked to back-office data and activities, such as HR and finance. Processes and workflows then become flexible enough to shift business strategies quickly, keep up with demand, and navigate market dynamics. Best of all, operational continuity is left uninterrupted, even as the business grows.

Turning Procurement into a growth enabler

Although听听cannot transform the entire business alone, it can become the driving force that midsize companies need to get started. Procurement organizations can visibly demonstrate how artificial intelligence, business networks, cloud computing, machine learning, and other intelligent technologies reverse productivity slumps and set operational standards that meet the needs of a global marketplace.

Dig deeper into procurement challenges and the pace of digital transformation in midsize businesses across India. Read the Indian Institute of Materials Management report, 鈥�.鈥�

Source:听

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Across more than 50% organizations, old technology and confusing data have impeded procurement, according to a in collaboration with the Indian Institute of Materials Management (IIMM). This comes at a time when organizations are looking to procurement leaders to drive innovation, making procurement a key enabler of business growth.

The study is built on a survey conducted with 75 people in charge of procurement for their organizations, with 37 online and 38 telephonic interviews. It includes 30 enterprise level companies and 45 small and medium companies from across industries. The survey was designed to analyze the challenges in procurement and assess the pace of digital transformation as economies begin to show signs of recovery after the coronavirus outbreak.

The study is organized into five sections that look at the challenges, priorities, IT spend, technologies implemented, and benefits of digital transformation.

Overall and Procurement Challenges

With the supply chain disruption brought on by the coronavirus outbreak, product cycles have become longer and financial liabilities have increased. The study shows that organizations are dealing with supplier management, data accuracy, and other challenges.

More than 75% of the respondents stated that internal user adoption of procurement technologies, differential internal processes, and headcount reduction have hindered organizations from attaining optimal production levels.

When it comes to supplier management, there are issues related to duplication of codes, lack of GST compliance and safety performance reporting. Although finding the right supplier is not much of a challenge, 50% of Indian enterprise level companies are faced with reconciliation issues and supplier performance issues at regular intervals.

Respondents also mentioned challenges such as contingency issues regarding returns, slow pace of technology implementation, and government interference with counterproductive regulations. Additionally, some cited system management, data migration, customization, efficiency and team performances, and unplanned downtime. Keep reading to learn how you can turn challenges into opportunities with procurement transformation.

Priorities for Procurement

The major themes highlighted by the study are cost reduction, sustainability and agility. In order of priority, small and medium sized organizations have ranked cost reduction (38%), followed by sustainability (31%) and agility (31%). When it comes to enterprise level organizations, 40% have ranked cost reduction as their top priority followed by sustainability.

The study points out that according to Indian firms, in the coming year’s risk reduction will take precedence over cost reduction. In light of the pandemic, reducing risk has become increasingly crucial for business continuity and resilience.

IT Spend and Pace of Digital Transformation in Procurement

With companies going into crisis management mode, budget reductions were visible in IT spend. However, more than 80% of the organizations have allocated up to 10% of their IT spend for the procurement function. The study further shows that 47% of small and medium sized companies have allocated less than 5% of their total IT budget, as compared to 77% of enterprise level organizations who are spending up to 10% on upgrading their procurement functions.

While several companies have invested in digital transformation, the study reveals that only 5% of organizations have automated more than 60% of their procurement function. This points to much work to be done for organizations to completely switch to fully automated systems for procurement. The next section highlights how companies can leverage technology to reinvent procurement.

Technology Implemented in Procurement Management

The Government of India is digitalizing the procurement process through the e-procurement program, with central public sector enterprises having implemented digital solutions. Enterprises in India are investing in solutions that provide supplier information, offer supplier risk management, evaluate supplier performance, assist in supplier vetting, and highlight supplier development.

In terms of technologies, organizations have been using cloud, AI and machine learning to automate and fast track their procurement transformation. The study illustrates that 65% of organizations are heavily reliant on cloud-based applications to ensure seamless procurement. Further, close to 50% of the organizations are using AI and machine learning to increase the overall efficiency of procurement functions.

Another area of concern is unauthorized spend, overcharges and duplicate payments, and more than 60% of companies have installed specialized software to address these issues. Furthermore, according to the respondents, supply chain automation will reduce chances of error and improve the quality of products and services. Learn how to shape a digitized, environment-friendly procurement value chain in the final section of the study.

Benefits of Digital Transformation and Barriers in Implementation

There are multiple benefits that digital transformation can help unlock for organizations at any scale. The study reveals how operational efficiency and supplier collaboration have shown significant improvement, with more than 50% of small and medium sized organizations citing improvements in operational efficiency and automating routine tasks.

Organizations have also flourished in transparency and quality. Additionally, there have been moderate improvements in cost reduction and compliance. When it comes to suppliers鈥� performance management, almost 67% of enterprise level and 62% of small and medium sized organizations have witnessed moderate improvement.

To get a complete picture, the respondents were also surveyed on barriers being faced in implementation. Low adoption of new processes and technologies was cited as one of the main hurdles in achieving high efficiency through digital transformation. Others mentioned reasons such as lack of funding, red tape, financial instability, and lack of customer trust in online support.

With organizations looking to boost productivity in order to recover from the pandemic, procurement has become a key focus to drive radical improvement. The survey lets you take a peek into the future of procurement in India, and provides a roadmap to overcome the barriers to intelligent spend management so you can prepare for the next supply chain disruption and stay future-ready.

For more information on the challenges, opportunities in procurement, and to find out how to achieve digital transformation from source to pay, download the complete report

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The company also announced a number of new innovations to help customers transform business processes, drive improved performance and run their best.

Highlights of these planned innovations include:

Business Process Intelligence Solutions Now Offer 麻豆原创 Process Insights

As part of the听听(BPI) portfolio, the 麻豆原创 Process Insights solution enables organizations to analyze and improve their real-world business processes. EY, Deloitte and Infosys Limited are the initial strategic partners working with the BPI portfolio from 麻豆原创 to help organizations transform. To learn more, read 鈥�麻豆原创 Announces New 麻豆原创 Process Insights Solution for Quick and Easy Understanding of How Well Processes Perform.鈥�

Verify, a New 麻豆原创 Concur Feature, Uses Artificial Intelligence and Machine Learning to Simplify Expense Auditing

The Verify service, a new feature of听, uses AI and machine learning to automatically identify potential expense report issues and anomalies, and flag them for company auditors to review. The AI models are built from analysis of more than US$1 trillion in spend and tens of millions of expenses and receipts. This AI-powered experience means auditors don鈥檛 waste time reviewing compliant expense reports, but can detect issues of compliance or fraud. To learn more, read 鈥�Verify Applies Artificial Intelligence and Machine Learning to Simplify Expense Auditing.鈥�

麻豆原创 Upscale Commerce Is a No-Code Solution Enabling Direct-to-Consumer Engagement

The听听solution is an online commerce, no-code solution that lets midmarket retailers create an omnichannel shopping experiences in minutes. With built-in AI, retailers can provide personalized offerings based on a 360-degree view of their customer from social sentiment and purchase data. With a headless API architecture, retailers can provide customers real-time information about their purchase and delivery through any channel. 麻豆原创 Upscale Commerce is integrated with听听to help ensure customer-facing experiences work with back-end finance, logistics and fulfilment systems to deliver a smooth customer experience. To learn more, read 鈥�麻豆原创 Upscale Commerce Offers Midmarket Brands No-Code, Maintenance-Free Path to Direct-to-Consumer Engagement.鈥�

A Trio of New 麻豆原创 Business Technology Platform Capabilities Surface Insights from Data

The听听solution now offers听. These capabilities link operational, financial and people data to give organizations more comprehensive insights into their workforce. To learn more, read 鈥�Enabling Human-Centric & Data-Driven Workforce Planning.鈥� The new听听lets customers and partners connect to data providers across industries and lines of business to gain insights for better decision-making. 麻豆原创 is also expanding its low-code/no-code offering:听听services can now capture and automate user interactions and integrate with 麻豆原创 Process Insights to identify high-impact automation opportunities.

You can learn more about updates to 麻豆原创 Business Technology Platform and get other news in the听.

Many of the solutions mentioned in this announcement are available to try and buy on听. Visit the听麻豆原创 News Center. Follow 麻豆原创 on Twitter at听.

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent enterprise. As a 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 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 enables business and public customers across 25 industries globally 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听.

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit听. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit听. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from 麻豆原创 TV.

For customers interested in learning more about 麻豆原创 products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1麻豆原创 (1-800-872-1727)

For more information, press only:
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New Industry Solutions Will Drive More Sustainable Business Performance

麻豆原创 unveiled the first step toward creating the world鈥檚 largest business network with听, which will bring together听,听听and听. Over 5.5 million organizations 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 digitalize 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� said 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. Members of the new听听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. To learn more, read 鈥�麻豆原创 Introduces 麻豆原创 Business Network.鈥�

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 digitalize 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. To learn more, read 鈥�Start Your Digital Transformation Journey: RISE with 麻豆原创 for Industries.鈥�

Despite a brief drop in carbon emissions over the past year, this year is on track for the second-biggest increase in emissions in history. Sustainability is as important to business success as revenue and profits. This is the decade in which companies must act. 麻豆原创鈥檚 stated goal is to make climate protection measurable, diversity and inclusion visible and ethical responsibilities transparent.

To enable this goal and operationalize sustainability as a core business process,听麻豆原创 announced a portfolio of new sustainability-specific products. This includes the 麻豆原创 Responsible Design and Production solution to ensure product designers can make sustainable choices from initial product concepts to production; the 麻豆原创 Product Footprint Management solution to track sustainability through a product lifecycle; and the 麻豆原创 Sustainability Control Tower solution to provide end-to-end visibility. To learn more, read 鈥�Sustainability Management by 麻豆原创: Enabling Tomorrow Starts Today.鈥�

Visit the听. Follow 麻豆原创 on Twitter at听.

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent enterprise. As a 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 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 enables business and public customers across 25 industries globally 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听.

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To preview and download broadcast-standard stock footage and press photos digitally, please visit听. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit听. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from 麻豆原创 TV.

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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 麻豆原创鈥檚 future financial results are discussed more fully in 麻豆原创鈥檚 filings with the U.S. Securities and Exchange Commission (鈥淪EC鈥�), including 麻豆原创鈥檚 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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According to the World Bank, global procurement spend in 2019 was at least USD 14 trillion. By directing even just a small fraction of this spend to certified social enterprises and diverse businesses, organizations have the power to tackle some of the world鈥檚 most pressing social and environmental problems.

Based on early pilots in select markets, 麻豆原创 estimates it could direct up to USD 60 million of its addressable global spend per year to social enterprises and diverse suppliers by 2025. Among DAX companies, this figure is estimated at approximately EUR 2.5 billion, and across U.S. Fortune 500 companies up to USD 25 billion.

麻豆原创 Executive Board member for Customer Success and recently appointed Global Buy Social Ambassador for Social Enterprise UK Adaire Fox-Martin announced the 5 & 5 by 鈥�25 initiative at 麻豆原创鈥檚 Procurement Reimagined event in Singapore.

鈥淓very company in every industry needs to procure,鈥� Fox-Martin said. 鈥淲e all need soap in our washrooms, landscaping for our offices, food and drink in our cafeterias, marketing services and office supplies. These and many more are all products and services provided by social enterprises and diverse businesses. This is money we are spending anyway. Why not spend it with suppliers who are delivering social impact as well?鈥�

Social enterprises are businesses culturally and operationally focused on changing the world. They are similar to other commercially viable businesses, but with three crucial differences: They are founded and governed on the basis of a clear social or environmental mission; they reinvest the majority of their profit back into this mission; and they are majority controlled solely in the interest of this mission. A diverse supplier is a business that is at least 51 percent owned and operated by an individual or group that is part of a traditionally underrepresented or underserved demographic; such as women-owned businesses, minority-owned businesses and indigenous-owned businesses, among others.

鈥淭ogether with our customers, partners,听diverse suppliers听and social enterprises, we have set out to expand social procurement where infrastructure exists and听intend to听establish the infrastructure and build capacity where it doesn鈥檛,鈥� Fox-Martin added. 鈥淲e invite our entire ecosystem to learn more and take part, join us in this initiative, and help build the pathways and the momentum to听realize听this听ambition听and听find听a better way to grow.鈥�

To learn more, read 鈥�Social Procurement: Finding a Better Way to Grow,鈥� by Fox-Martin.

Visit the听麻豆原创 News Center. Follow 麻豆原创 on Twitter at听.

About 5 & 5 by听鈥�25

5 & 5 by 鈥�25 is an initiative by 麻豆原创 designed to encourage organizations across industries to direct more of their addressable spend toward certified social-enterprise and diverse-business suppliers. In joining the initiative, organizations agree to formalize their exploration of social procurement, including partnering with leading intermediaries, adopting social-procurement policies, consuming goods and services from purposeful suppliers, and expanding their engagement with more social enterprises and diverse businesses. The goal is to reach 5 percent of annual addressable procurement spend with social enterprises and with diverse businesses by 2025 and in doing so make significant impact on social inequalities and environmental imperatives. 5 & 5 by 鈥�25 is part of the 麻豆原创 One Billion Lives program, focused on promoting greater inclusion of social entrepreneurship in the global economy. For more information, visit听

About 麻豆原创

麻豆原创鈥檚 strategy is to help every business run as an intelligent enterprise. As a 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 enables business and public customers across 25 industries globally 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听

Note to editors:
To preview and download broadcast-standard stock footage and press photos digitally, please visit听. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit听. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from 麻豆原创 TV.

For customers interested in learning more about 麻豆原创 products:
Global Customer Center: +49 180 534-34-24
United States Only: 1 (800) 872-1麻豆原创 (1-800-872-1727)

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Ilaina Jonas, +1 (646) 923-2834,听ilaina.jonas@sap.com, ET
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*Addressable spend (as opposed to total spend) includes only a company鈥檚 orders for goods and services that can be fulfilled by a social enterprise or diverse business. For specific goods and services such as rent, energy, labor and some professional services, often neither social enterprises nor diverse businesses yet exist that provide them. Estimates based on assessments of 麻豆原创鈥檚 own spend suggest that between 10 percent and 30 percent of total spend could be designated as addressable spend, depending on country.

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 麻豆原创鈥檚 future financial results are discussed more fully in 麻豆原创鈥檚 filings with the U.S. Securities and Exchange Commission (鈥淪EC鈥�), including 麻豆原创鈥檚 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.

漏 2020 麻豆原创 SE. All rights reserved.
麻豆原创 and other 麻豆原创 products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of 麻豆原创 SE in Germany and other countries. Please see听听for additional trademark information and notices.
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This was originally featured on Global 麻豆原创 News Center.

The post 麻豆原创 Launches 5 & 5 by 鈥�25 Initiative, Rallying Businesses to Spend More with Social Enterprises and Diverse Suppliers appeared first on 麻豆原创 India News Center.

With a range of products from mosquito repellent to honey, it straddles a wide spectrum in its consumer offerings. With 14 manufacturing plants and more than 4000 employees and a market spread across Asia, North America, Europe and Africa, Dabur was straddled with unique challenges to streamline its manufacturing supply chain and vendor management systems. The management identified the need to refine its vendor management system ensuring quality check and uniformity in vendor sourcing.

Mr. Sumit Mukherjee, Vice-President and Head – Central Procurement at Dabur India Limited says, 鈥淲hen you work across countries, the challenge is in terms of negotiating with them at the same time, running transparent bids in different currencies, different time periods and different languages.鈥� As sourcing was across continents, Dabur knew the time was ripe for re-assessing the entire process.

Dabur switched to to tackle the challenge of efficient and effective procurement processes. Through Ariba, buyers get the autonomy on managing the entire purchasing process which in turn helps build healthy, ethical supply chains. Also, it allows the suppliers to connect with the best-suited customers as well as efficiently scale existing relationships, giving them greater cash control along the way.

Tackling global manufacturing supply chain challenges with streamlined processes听

Dabur benefitted in many ways after switching to . Average savings increased from 6% to 8% in the first few years, owing to a positive response from existing vendors. Centralized process management for all vendor related processes helped consolidate spend management and minimize maverick spending.

Within 3 years of implementation, there was a multifold increase in the negotiation speed. The negotiation time reduced from 3 days via offline processes to within an hour using Ariba鈥檚 online solutions. The process simplicity and agility also improved the vendor-side responsiveness. From just 11 events in 2002, today Dabur does more than 350 sourcing events yearly using Ariba sourcing on the cloud

The new process provided greater transparency leading to simpler compliance and audit management. Overall, the sourcing teams were left with more time in hand to work on strategic tasks, such as price forecasting. The integrated partnership was a success that promoted an overall culture of e-sourcing, leading to better resource and cost management of Dabur’s manufacturing supply chain and vendor management system.

鈥淭he idea in any organization is to give the sourcing tool in the hands of the buyer so that he can deal with it independently without any kind of assistance. All these criteria, Ariba met most seamlessly, and it still does,鈥� says Mr. Mukherjee.

Watch the video to learn how challenges of negotiating with vendors from several countries, running transformation bids real-time in their currencies, time periods and languages were managed and overcome through Ariba:

https://www.youtube.com/watch?v=Z7gvRu20EWI

Learn more: Find out how digitalization with the help of 麻豆原创 Ariba has helped food exporter, Allanasons cut sourcing time and money.

The post Dabur: Managing US$500m in Global Spend To Bring Health and Well-being To India appeared first on 麻豆原创 India News Center.

Food export is a complex business process with many layers starting with the sourcing of raw materials, production, processing and packaging, storage and finally distribution, which is an art and science by itself.

Food and spice shop in Marrakech

In the paper-based world, procurement was an inefficient, labour intensive process with the traceability demand – a growing request from everyone today – difficult to meet. But with digitalization, a lot of the inefficiencies get weeded out and traceability enabled.

For India-based Allanasons Private Limited, a leading manufacturer and exporter of agricultural commodities, digitalization has shaved off 30 percent of its sourcing time and saved nearly 5 percent on costs.

In the export business, quality and delivery expectations are very high, points out Suresh Gadaginavar, General Manager, Allanasons Private Limited. To meet these expectations and also in line with the Indian government’s policies to stimulate growth in export of food commodity, Allanasons decided to digitalize its procurement processes.

To put the digitalization process in motion, it found a one-stop solution to its supply chain needs in , a leader in spend management. As Gadaginavar says, the ease of use of the solution and also the innovations were the key decider. 麻豆原创 Ariba eases sourcing, procuring and payments for traders and the open-source framework allows for easy collaborations.

麻豆原创 Ariba is the leading spend management solution for digital supply chains

Implemented in record time, 麻豆原创 Ariba sourcing solution has come as a boon to the Agri exporter which trades 1 million metric tons of commodities, including coffee, spices, pulses, cereals, and frozen meats and fruit every year across 85 countries. A major challenge Allanasons faced earlier was the lack of visibility in spend which has now been sorted out. “The 麻豆原创 Ariba Sourcing solution has helped Allanasons achieve significant improvements in sourcing cycle times. It has enhanced communication and collaboration both internally and with our suppliers,” says Gadaginavar.

Now on one centralized platform, Allanasons manages more than US$21 million of procurement activity and has standardized direct and indirect purchasing processes.

Adopting 麻豆原创 Ariba has not only helped Allanasons be more competitive, thanks to quicker decision making, but also thanks to its automated processes many of its employees have been freed up to work on strategic tasks. Also, the single window view of all procurement activity that the platform provides helps Allanasons professionals make more informed decisions on key purchases.

A major ask in today’s globalised world where sustainability is a key driving factor in buying decisions is traceability. 麻豆原创 Ariba has improved compliance with comprehensive visibility of where, when and how sourcing and procurement happens.

Process automation drives sustainability for digital supply chains听

Mr. Gadaginavar says, “麻豆原创 Ariba tool is very easy to use and we are very happy.” With 4-5% in savings, we know where that is coming from.

The post How Allanasons Gained More From Its Supply Chain appeared first on 麻豆原创 India News Center.