Analytics Must Drive Source-to-Pay, but Not Necessarily Gen-AI
Xavier argues that P2P analytics must evolve from static, descriptive reporting to diagnostic, predictive, and ultimately prescriptive capabilities. By identifying root causes of delays, forecasting invoice payment risks, and recommending automated routing, analytics can drive end‑to‑end source‑to‑pay automation. He emphasizes that low‑risk, low‑complexity purchases should be handled by "agentic" automation, while higher‑risk categories receive augmented human oversight. The piece warns against treating AI as a replacement for buyers, positioning it instead as a decision‑making accelerator.
How Do We Fix The Procurement, Logistics and Supply Chain Disconnect? (Part 2)
The article explains why procurement, logistics and supply chain have become siloed, tracing the split to consulting‑driven outsourcing and function‑specific KPIs. It argues that the disconnect can be repaired by aligning priorities, integrating data, and applying modern decision‑optimization tools. The...
How Do We Fix The Procurement, Logistics and Supply Chain Disconnect? (Part 1)
The article traces the evolution of procurement, logistics and supply chain from the 19th‑century railroad era to today, highlighting how each function was gradually spun off into separate silos. Stand‑alone procurement software emerged in the 1990s and grew throughout the...
There’s No Cost Management UNLESS It’s By Organizational Design
The article argues that traditional cost‑cutting in procurement fails because it relies on static budgets and historic spend data. Real‑time market pricing, dynamic budgeting, and adaptive forecasting are required to capture the full value of negotiated savings. The Busch‑Lamoureux Exact...
The Kraljic Matrix Is NOT a Foundation for Future Fit Supplier Segmentation
The article argues that the decades‑old Kraljic Matrix is no longer adequate for supplier segmentation, as its 2 × 2 framework oversimplifies modern supply‑chain complexity. A consumer‑goods firm has replaced it with a two‑matrix approach, but the author contends even that is...
Exact Purchasing Is a Pocket Cube Part 4
The article continues the "pocket cube" framework for exact purchasing, examining low‑complexity categories that carry high risk. For low‑complexity, low‑impact items, firms rely on continuous market monitoring—tracking price indices, tariffs, currency moves, and supply‑base signals—to react instantly to disruptions. When...
Exact Purchasing Is a Pocket Cube Part 3
Exact Purchasing is framed as a Pocket Cube, emphasizing that certain spend categories demand a full‑scale supply‑chain architecture. High‑complexity, high‑risk, high‑impact items—such as critical engine parts or key chemicals—must be designed with multi‑regional, multi‑source networks to survive catastrophic disruptions. Conversely,...
Exact Purchasing Is a Pocket Cube Part 1
The article argues that true "exact purchasing" requires breaking risk and complexity into separate dimensions rather than the blended approach of the traditional Kraljic matrix. It emphasizes that any procurement methodology must integrate people, process, and data, with technology serving...
Hansen’s Models Are a Great Addition to the Pool of Analyst Offerings …
Hansen Procurement has introduced a new suite of models that combine organizational maturity assessment, vendor fit measurement, and strategic advisory to improve technology solution selection. The offerings fill a gap left by traditional analyst firms, which often overlook readiness and...
Today Is the One Day Procurement Doesn’t Have to Worry About Purchasing Software and Services …
Procurement teams face relentless overcharging from software and services vendors, who inflate prices, push unnecessary modules, and extend implementations. Group purchasing organizations (GPOs) and online marketplaces add hefty access and transaction fees that can eclipse any claimed savings. The article,...
The Optimization Era Is Finally Beginning!
The EU’s new IAA origin and low‑carbon rules have effectively ended the era of simple, global supply‑chain optimization, ushering in a more complex optimization landscape. Multinationals now must comply with three competing regimes – the US CHIPS Act, EU IAA...
Tired of Geopolitical Chaos? You Wouldn’t Be if You Were Prepared!
Geopolitical events are increasingly moving directly onto corporate profit and loss statements, reshaping input costs, working capital and supplier access. Most firms lack visibility beyond tier‑one suppliers, forcing them to scramble when crises emerge. Without a structured risk‑assessment framework, companies...
We Need Exact Purchasing … But It’s NOT a New Matrix!
The article argues that the classic Kraljic matrix is outdated and that procurement must move to an Exact Purchasing approach. Jason Busch’s Exact Purchasing Quadrant maps cost influence against contract‑and‑supply complexity, but the author expands it into a three‑dimensional cube...
You CAN Afford to Wait for AI. But You Can’t Afford to Wait To
Enterprises must first secure master data, integrate applications via open APIs, and modernize processes before chasing generative‑AI projects. Proven technologies such as adaptive robotic process automation, predictive analytics, and point‑based neural networks deliver reliable, low‑risk outcomes. Talent acquisition and continuous...