Back in the day, ERP implementations used to be a nightmare for many companies. We've all heard of horror stories where millions of dollars were spent on planning and implementation, only to be told that the whole thing was a failure. But why is this still happening? With our extensive experience in ERP, we have identified the four main challenges that companies face when selecting and implementing an ERP solution. We are working to create a new generation of ERP systems that are easy to implement, intuitive to use, and adaptable to each organization's unique needs. Stay tuned for our new product roadmap!

A long time ago, we’ve written about the best and worst use of AI when it comes to lawyers. If some of you recall, our original “Sleegal AI” is a ChatGPT style chatbot to help people find lawyers. Before we know it, AI Generated Content (“AIGC”) has become the hottest topic in 2023. With this in mind and deriving from our understanding of AI, legal tech and self-driving cars, what is ChatGPT good and bad at?

When we talk to our potential customers in the field, especially the relatively new startups who are going through hypergrowth, we notice that there is a lot of misunderstanding and confusion about needing a procurement team at all. We have seen hyper-growth companies with a few thousand employees, some of which may even produce and sell hardware, who don’t have a procurement function at all. This is mind-boggling and very dangerous. Here are the common fallacies about whether and why a company needs procurement and our responses to them.

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?