In the past we have written extensively about why metrics matter for procurement leaders and why having a system to keep track of them is of essential importance. Today, I’d like to discuss one metric that procurement managers often overlook. Even in cases when they do realize the importance of this metric, it’s one of the metrics that’s more opaque and harder to keep track of. However, this metric is extremely important to keep track of. Keeping this metric under control and strict scrutiny will go a long way to not only cut cost, but increase bottom line. Here is why and how.

We have written extensively about why there should be a “Chief Procurement Officer” position and why such leaders should have a seat at the C-suite table, rather than reporting to the CFO or an engineering officer. But how? Like most things in this life, it won’t get handed on a silver platter. I have many fellow procurement leaders who are struggling to receive acknowledgment and achieve a voice. Here are some suggestions.

User experience designers tend to overthink and complicate things when it comes to product design. Our UX Design team collaborated to provide their top suggestions for enhancing efficiency and improving the user experience by avoiding these common missteps.

Since Covid-19 prompted a global supply-chain shortage, procurement has attracted a lot of attention it didn’t previously receive. So where should a Chief Procurement Officer sit within a company? An even better question is: should there be a Chief Procurement Officer at all? Here are some thoughts.

The procurement leaders should have a neat, sleek dashboard where all the data can be sliced and diced to show management why the team is doing a good job, thus deserving more funding/headcounts.

For procurement managers, the process of running a large-scale RFP with multiple vendors tends to be involved, complex, and chaotic. The bad news is that’s almost by definition what running an RFP means. The good news, however, is that you can use a software system to manage the process to eliminate manual work, consolidate information, collaborate effectively with both the internal and external teams, and ultimately digitalize the RFP process. Here is how.

Previously, we have written about why the legal playbook is the answer to contract negotiation automation. We often get asked: who is your target customer? Is it in-house legal teams or procurement? Our answer has always been: both. Here is why and how.

Regardless of the software and the functionality, HOW the system is implemented will eventually dictate whether the system is successfully adopted or not. So how to ensure a successful selection and implementation process? Here are some points for discussion and debate. 

Recently, we have discussed how to best begin deploying AI and technology in support of lawyers. But what about procurement?

When it comes to lawyers using AI and technology, many general counsels and heads of procurement ask us: where is the best place to start?

We will discuss why businesses want to change the business type (most of the time, from a less complex structure to a more complex structure) and how to change the business type. 

Many of the readers may ask: why you? Why do you believe that you are uniquely positioned to lead technology for lawyers, build lawyer tools, and even for others like in-house departments of tech companies? And if you are qualified, how will you do so differently from others? Here are some thoughts.