CAPS Research Library Summary
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978. Futures Study 2026 March 2023 Adegoke Oke ASU This summary provides an overview of the findings from the forth coming research report Futures Study 2026. Based on previous studies conducted in 2007 and 2012, researchers identified the top priorities and challenges the supply chain profession expects to undergo through 2026. Tags: Business Environment
977. Webinar: Applying New Variables to Existing Supply Management Decisions February 2023 Robert Wiedmer, Assistant Professor, Arizona State University Today’s operating environment presents new challenges for supply professionals. Increased regulations, trade barriers, a public health pandemic, and new sustainability targets are some of the factors that supply professionals have to take into consideration. How are supply management decisions changing as a result of these new drivers or circumstances? In this webinar, assistant professor, Robert Wiedmer presented the research findings assessing and validating the procurement model companies should use to navigate the uncertainties and risks of the current environment. Tags: Cost Analysis, Cost Savings
975. Supply Management Alignment with Internal Stakeholders 2023 February 2023 CAPS Research CAPS Research This report provides a snapshot of Supply Management/SCM departments' alignment with the business, including the strategies and actions they undertake to engage stakeholders and internal business partners. Tags: Leadership, Stakeholder Alignment
976. Supplier Risks Past and Future January 2023 CAPS Research CAPS Research The purpose of this survey is to discover how global companies rate the severity of supplier risks over the last two years as well as anticipated severity into the next three years. The results will compliment interviews being conducted with business practitioners for a CAPS Research white paper currently in production.
973. Thinking Beyond Procurement January 2023 CAPS Research What value does supply chain management provide to an organization? How should the supply management functions be positioned within an organization? CAPS Research Executive Director, Denis Wolowiecki, answers these questions in a December 2022 presentation for the Center for Applied Research and Innovation in Supply Chain - Africa (CARISCA).
972. Applying New Variables to Existing Supply Management Decisions December 2022 Robert Wiedmer Arizona State University Today’s operating environment presents new challenges for supply professionals. Increased regulations, trade barriers, a public health pandemic, and new sustainability targets are some of the factors that supply professionals have to take into consideration. How are supply management decisions changing as a result of these new drivers or circumstances? In this report researcher present a comprehensize decision framework that incorporatees current supply chain risks into exisitng sourcing models.
Tags: Cost Analysis, Cost Savings
971. Metrics of Supply Management Insights Report 2022 November 2022 CAPS Research CAPS Research The purpose of this report is to provide insights and a deeper dive into key metrics from the original 75 found in the full Metrics of Supply Management report, which is CAPS' flagship report and industry-leading standard for effectiveness and efficiency supply management KPIs.
970. Priorities of Supply Management Leaders November 2022 CAPS Research CAPS Research Senior supply and SCM executives reveal their top priorities for the function over the next 12 months and in three years. Tags: Business Environment, Leadership
969. Quickpoll - Cyber Risk Due Diligence November 2022 CAPS Research CAPS Research
A CAPS member requested information on company practices when conducting I.T. / cyber risk due diligence with suppliers BEFORE on-boarding a new supplier. CAPS' quick polls are sent to a small, targeted number of companies to facilitate faster turn-arounds and help avoid survey fatigue among our benchmarking contacts.
966. Webinar: Supply Chain Economics: Current Conditions in the Industrial Sector October 2022 Jason Miller, Associate Professor of Logistics, Michigan State University In this webinar, Professor Jason Miller of Michigan State University provided a data-driven perspective on the current conditions in the industrial sector, including cost-push inflationary pressures, current levels of industrial production, and the degree to which supply chain disruptions are negatively affecting capacity utilization. Tags: Industrial Manufacturing
967. Webinar: Managing Risks From Your Suppliers October 2022 Gerard Smith, President, Global Risk Management Solutions In this webinar, CAPS Research and GRMS have partnered to bring an informative discussion about common and manageable risks arising from doing business with your suppliers. Many companies felt that they have addressed many of the common risks but have not stayed current with changing circumstances. Other risks have proliferated as a result of inadequate staffing, insufficient skills, and an increasingly complex set of global regulations. CAPS has highlighted findings from our risk management research and GRMS discussed common challenges and solutions.
968. Webinar: End-to-End Resiliency October 2022 The unpredictability of the last two years has emphasized the need for organizations to develop resiliency internally and within their supply base. In this new study, researchers sought to understand the structures, processes, and behaviors that support organizational efforts to build a more resilient supply chain. In this webinar, Assistant Professor, Mikaella Polyviou presented the research findings including a framework for end-to-end resiliency, maturity model, and scorecard with metrics to assess your organizations resiliency.
964. CPO Leadership Summit - 2022 October 2022 CAPS Research The CAPS CPO Leadership Summit is a new, reimagined event that focused on talent, cybersecurity, sustainability, digital supply management, analytics, and more.
965. Cybersecurity Supplier Risk Assessment October 2022 Julie Earp North Carolina State University Securing your organization's supply chain is increasingly important with the proliferation of IoT, greater use of mobile devices, growth of data sharing, and increased work-at-home environments. This research offers a framework to balance the risks of increased supplier accessibility with the cost of securitization and a roadmap for rolling out a global supplier cybersecurity strategy for communication with a global supply base.
Tags: Cybersecurity
961. Quick Poll - Supplier Relationship Management in a Virtual Environment September 2022 CAPS Research CAPS Research The COVID pandemic forced a major change in the way buying companies approached their Supplier Relationship Management (SRM) efforts. Travel and in-person meetings became almost obsolete and virtual interactions became the norm. The purpose of this survey is to understand how these changes impacted organizations' approach to SRM.
962. Quick Poll - Managing Price Escalation for Materials in Bids and Contracts September 2022 CAPS Research CAPS Research Companies across industries face significant challenges with material price escalations, especially those with long product development lead times and those that conduct business with governmental departments. The purpose of this Quick Poll is to identify the activities companies are engaging to manage these price increases.
963. Quick Poll - eAuction Practices September 2022 CAPS Research CAPS Research A CAPS member requested an overview of practices of eAuctions at procurement departments at large companies. CAPS' quick polls are sent to a small, targeted number of companies to facilitate a faster turn-around and help avoid survey fatigue among our benchmarking contacts.
960. Quick Poll - Materials Cost Estimating Tools August 2022 CAPS Research CAPS Research This quick poll summary includes information about materials cost estimating tools used in procurement. It was requested by a CAPS member given the current climate of increased pressure from government customers regarding material cost estimates in proposals, as well as the growing challenges of obtaining estimates from suppliers. CAPS' quick polls are sent to a small, targeted number of companies to facilitate a faster turn-around and help avoid survey fatigue among our benchmarking contacts.
959. Supply Chain End-to-End Resiliency August 2022 Mikaella Polyviou, Ph.D. Arizona State University The unpredictability of the last two years has emphasized the need for organizations to develop resiliency internally and within their supply base. In this study, researchers outline structures, processes, and behaviors that support organizational efforts to build a more resilient supply chain. Findings include a framework for end-to-end resiliency, maturity model and scorecard with metrics to assess resiliency.
958. The 2022 Metrics of Supply Management: A Cross-Industry Report August 2022 CAPS Research CAPS Research The Metrics of Supply Management provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI, and others. Six industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
957. Emerging Supply Chain Opportunities to Expand Supplier Diversity August 2022 CAPS Research In this presentation from the July 2022 NMSDC Program Managers' Seminar, CAPS Research Executive Director summarizes opportunites and benchmarks for supply chain departments to advance their supplier diversity programs. Tags: Supplier Diversity
956. Supplier Diversity Programs: Progress So Far, Where to Next July 2022 Dayna Simpson Monash Business School In this report researchers explore challenges facing organizations in their efforts to increase spend and strategic invovlement with diverse suppliers and provide recommendations to improve their programs.
955. Quickpoll - Managing Commodity Materials Price Escalation in Bids and Contracts July 2022 CAPS Research CAPS Research Companies across industries face significant challenges with material price escalations, especially those with long product development lead times and those who conduct business with governmental departments. This poll was sent to a smaller set of companies to get a quick pulse on the activities companies are engaging in to manage these price increases.
954. Investment Recovery Metric Report 2022 May 2022 CAPS Research CAPS Research An increasing number of companies look to add investment recovery programs to their environmental sustainability efforts, and as a way to increase their return on capital/equipment investments. This report, developed in partnership with the Investment Recovery Association, includes metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation, services and processes, effectiveness of program-related tools and technologies, and investment recovery staffing.
953. Data Sharing and Protection Process May 2022 CAPS Research This two-part summary provides a method supply management can include in the supplier onboarding process to determine what data to share with external organizations, how to keep it safe, and best practices when implementing this process. Summarized from the research report Digital Connectivity and Data Protection (2021). Tags: Supplier Programs
952. Profile of A CPO May 2022 CAPS Research CAPS Research The Profile of a CPO report is based on responses from Chief Procurement Officers or equivalent. “CPO” is used to represent the senior sourcing, procurement, and/or SCM practitioner. The report includes benchmarks about mobility, experience, responsibilities, salary and compensation, and more. Tags: Leadership, Organizational Design
951. Drive Sustainability Using Reverse Logistics May 2022 CAPS Research This 3-page overview of reverse logistics provides a frameworks that can help drive sustainability goals and initiatives within your organization.
950. Risk Measurement Matrix April 2022 CAPS Research The Risk Measurement Matrix categorizes types of risks, according to their ease of measurement and source of data. Use this model as is or adopt to meet your organizations specific situation. Tags: Supplier Risk Management
949. The Future of Supply Chain Management 2021-2025 April 2022 CAPS Research CAPS surveyed over 150 supply management leaders about the challenges, strategies, and goals they will focus on through 2025. This first release is the result of a collaborative effort between CAPS and BCG. Tags: Performance Metrics
948. Improving Supply Management Metrics in Strategic Areas of Focus April 2022 CAPS Research This model adapted from the research report Metrics of the Future (2020) categorized six themes for improving metrics development and reporting with a list of desired metrics to be developed for each category. Tags: Performance Metrics
946. Stakeholder Mapping & Profile Development March 2022 CAPS Research Use this 6-step process to help your supply management team prepare for internal stakeholder engagements. Adapted from the CAPS Research report A Playbook for Category Management and with content provided by Robert Handfield, Ph.D., NC State University. Tags: Stakeholder Alignment
947. Stakeholder Advisory Board - Case Study March 2022 American Red Cross This case study from the American Red Cross outlines the benefits of and process for implementing a stakeholder advisory board. Tags: Stakeholder Alignment
945. Metrics of Supply Management Insights Report 2021 March 2022 CAPS Research CAPS Research The purpose of this report is to provide insights and a deeper dive into key metrics from the original 75 found in the full Metrics of Supply Management report, CAPS flagship product for effectiveness and efficiency supply management KPIs.
943. Supply Management Contributions: Beyond Cost Savings March 2022 CAPS Research In this model from the research report Metrics of the Future (2020) researchers summarize 15 areas, beyond cost savings, that supply mangement contributes to the overall organizational goals.
944. Supply Management Metrics Reported to C-Suite March 2022 CAPS Research Compiled from interview with more than 30 professionals, this model provides examples of both quantitative and qualitative supply management metrics being reported to the C-Suite.
942. 2022 Virtual McKenna Health Policy Lecture March 2022 This McKenna Lecture featured Dr. Raquel Bono and her view of our preparedness for the COVID-19 pandemic. In the era of COVID-19, readiness across all sectors - especially healthcare - is critical. With another pandemic anticipated within the next decade, going back to the “old normal” is not an option. Dr. Bono successfully consolidated the respective military health services under the Defense Health Agency (DHA), which advanced its readiness work. Dr. Bono provided her perspective on opportunities for the civilian healthcare system, grounded in the military’s success. Tags: Health Sector
940. Supply Management's Integration with Demand Management March 2022 CAPS Research This 3-page summary provides an overview for integrating supply management with demand management. Adapted from the research report Supply Management Integration into Demand Management (2020).
941. Pairs Analysis Bid Tool March 2022 CAPS Research The Pairs Matrix tool is a 4-step process for teams to identify and prioritize the most important attributes needed to complete a sourcing and supplier selection project.
939. Supply Chain Disruptions: Where do we go from here? March 2022 In this hour-long virtual event, seasoned executive, William Villalon, discussed how the pandemic spurred a series of disruptions, shared his outlook for the next two years including speculation on the direction of freight rates, and provided advice for working with shipping providers.
935. Supply Chain End-to-End Resiliency Summary of Key Findings February 2022 Adegoke Oke, Ph.D. Arizona State University This summary of the research study Supply Chain End to End Resiliency provides an overview of the researchers key findings and recommendations for building a more resilient supply chain.
936. Supply Chain Resiliency Balanced Scorecard February 2022 CAPS Research Get a complete picture of your organizations supply chain resiliency with this balanced scorecard from the research study, Supply Chain End to End Resiliency: A Summary of Key Findings
937. Supply Chain Resiliency Framework February 2022 CAPS Research This framework provides you with the key factors that influence resiliency and the metrics you need to assess your organization. Adapted from the research study Supply Chain End to End Resiliency: A Summary of Key Findings.
938. Supply Chain Resiliency Maturity Model February 2022 CAPS Research This 5-tier model will help you assess your organizations current level of resiliency and identify areas for improvement. Adapted from the research study Supply Chain End to End Resiliency: A Summary of Key Findings.
932. Category Management Framework February 2022 CAPS Research This 1-page framework outlines the key stages and activities involved in creating and executing your category management playbook. Adapted from the CAPS Research report "A Playbook for Category Management." Tags: Category Strategy
933. Category Management Maturity Model February 2022 CAPS Research The Category Management Maturity Model outlines the progression of a program from minimally formal to extremely formal. Use this model to assess your current category management program and identify opportunities for improvement. Tags: Category Strategy
934. Beginning the Journey to Supplier Sustainability Initiatives February 2022 Lisa Ellram, Ph.D. Miami University Gather insights and learn about concerns from companies who are currently engaging suppliers in the process of reducing Scope 3 emissions in this Critical Issue report. Included is a presentation summary outlining the key takeaways.
930. Renewable Energy Procurement January 2022 CAPS Research A solid renewable energy procurement program can be an essential part of the energy strategy for organizations pursuing net zero targets. In this article, we help you navigate the complex world of renewable energy credits and power purchase agreements.
931. Supply Management's Role in Environmental Sustainability Initiatives January 2022 CAPS Research This 1-page overview provides a glimpse at supply management's role in environmental sustainability initiatives with metrics from the CAPS Benchmark report "Sustainability and Supply Management."
929. Cost Models in Today’s Business Environment December 2021 CAPS Research Some companies are navigating the uncertainties of the current business environment using decisions that were made many years ago. Sourcing decisions, such as offshoring and single sourcing, are being revisited with input relevant to today’s market conditions and risks. The purpose of this report is to highlight key factors and variables that should inform supply management decisions and sourcing, especially related to various cost models.
928. Webinar: The Procurement Skills Challenge November 2021 In this webinar, CAPS, along with ProcureAbility’s Betsy Pancik, VP of Customer Success, and Seraj Farooqui, Senior Manager, shared an update on the procurement labor market and discussed the skills required of procurement teams in the future. They also discussed steps procurement leaders could take to prepare for this talent challenge, including:1. Skills assessments and development plans2. Reskilling vs. upskilling3. Other solutions to close talent gaps and reduce turnover risk
927. What is Wrong with Global Supply Chains? November 2021 Robert Handfield, Ph.D. North Carolina State University This white paper discusses some of the reasons for the supply chain's continued disruptions, including climate change impacts, labor shortages, and surges in consumer demand. Included are some possible solutions and recommendations organizations can implement.
925. Future Talent Management: Where to Focus November 2021 CAPS Research This one-page summary highlights six focus areas for managing future talent with a comparison of current and future responses. Adapted from the CAPS report Future Supply Management Talent. Tags: Talent Management
926. Talent Skills Gap: A CPO Perspective November 2021 CAPS Research In this summary, CPOs rank the largest skill gaps and most important capabilities for the supply management team. Adapted from the CAPS benchmarking report The Procurement Team Skills and Roles. Tags: Leadership, Talent Management
924. Supply Management Organization and Roles November 2021 CAPS Research An overview of the supply management ecosystem including the primary areas of focus, job titles, and the average distribution of roles.
922. Procurement Analytics Software and Cloud Platforms October 2021 CAPS Research
Taken from interviews with supply management practitioners, see some of the common procurement analytics software suppliers and related cloud platforms being used today.
The list is not intended to be comprehensive, and CAPS Research does not endorse any particular supplier(s).
Access the full research report "Applying Advanced Analytics: Beyond the Ordinary" in the CAPS Library.
Tags: Big Data, Data Analysis
923. Advanced Analytics Tasks and Procurement Applications October 2021 CAPS Research Consolidated from the CAPS report "Applying Advanced Analytics: Beyond the Ordinary," this 1-pager has high-level examples of how to apply advanced analytics in procurement. Tags: Big Data, Data Analysis
921. Supply Chain Resiliency October 2021 CAPS Research Today, large organizations face multiple challenges in managing risk from the supply base – including operational disruptions, geopolitical instability, no visibility into dependencies throughout the supply chain, cyber-attacks that originate in the supply base, and many more. This benchmarking report is in response to requests from supply management leaders to help them address these risks.
920. The Metrics of Supply Management: A Cross-Industry Report 2021 October 2021 CAPS Research The Metrics of Supply Management provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI, and others. Six industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations. A glossary of terms is included at the end of the report.
919. Applying Advanced Analytics: Beyond the Ordinary September 2021 Srimathy Mohan, Ph.D. Arizona State University Advanced analytics can provide game-changing results for organizations and their supply management teams. This research examines the practical applications of advanced analytics and how to successfully implement these practices. It includes use cases with examples, as well as a 4-step implementation plan. Tags: Data Analysis, Emerging Technology
918. Risk Metrics and Data Sources September 2021 CAPS Research See a list of illustrative risk metrics and their data sources that can help your supply management organization expand or reevaluate its current risk metrics. Based on interviews with CPOs, this 1-page resource is adapted from the CAPS report, Measuring and Managing Risks in the Supply Chain.
917. Emerging Technology - Supply Management Use Cases and Implementation September 2021 CAPS Research A high-level overview that provides supply management use case examples, justifications, barriers, and success factors in implementing RPA, AI, machine learning, blockchain, and IoT. The overview also includes use case examples for other more common technologies/processes. Adapted from the CAPS Research report "Compelling Applications of Emerging Technology."
916. Webinar: Implementing Emerging Technology for the Future August 2021 While the potential advantages of emerging technology seem vast, many of these solutions are still being tested, are growing and evolving, and don't have the track record to prove long-term effectiveness in supply management. In this webinar, Dr. Adegoke Oke, Harold E. Fearon Fellow and Associate Professor at Arizona State University provided an overview of his findings from the CAPS Research report, Compelling Applications of Emerging Technology in Supply Management. In addition, supply management leaders from Intel, IBM, and Chevron shared their experiences with emerging tech in a panel discussion and Q&A session. Tags: Emerging Technology
915. Strategically Advancing Supplier Diversity at Large Companies August 2021 CAPS Research
Many large companies have stepped up their focus on building and strengthening their supplier diversity programs. In doing so, questions are surfacing on both sides about how diverse suppliers, which are typically small and medium-size companies, can meet the strategic needs of large, global companies. The purpose of this Snapshots report is to explore questions that can help improve this alignment for the mutual benefit of both parties.
CAPS’ unit of response is a company, distinct operating division, or business unit. There were 45 respondents that participated in the survey.
913. Supply Chain Cybersecurity Archetypes August 2021 CAPS Research A one-page summary describing the five common ways hackers gain access into targeted companies by going through the supply base. Also includes high-level mitigation strategies for each archetype. Adapted from the CAPS report "Cyber Security in Supply Chains" which provides additional detail.
914. Compelling Applications of Emerging Technology August 2021 Adegoke Oke Arizona State University Emerging technologies such as AI, RPA, and blockchain are increasingly being deployed in organizations to execute and facilitate supply chain activities. This research examines the justification, implementation process, barriers to implementation and critical success factors for implementation for more than 10 types of emerging technologies. Tags: Emerging Technology
912. Supplier Innovation Assessment Tool August 2021 CAPS Research
Assess the innovation capacity of suppliers PLUS your own company's capability to leverage supplier innovation in this CAPS Research Supplier Innovation Assessment Tool. In addition to assessment questions, it contains scoring tables and radar charts that auto-fill as you enter responses. Questions are intended to be answered by a sourcing manager, category manager or supplier relationship manager, and multiple suppliers can be assessed and compared.
This assessment was created from a CAPS report called, Measuring and Managing Supplier Innovation, available in the CAPS library at this link: https://www.capsresearch.org/library?linkedReportID=762.
911. Assessing the Current State of Supply Chain Shortages August 2021 Robert B. Handfield, Ph.D North Carolina State University
This white paper examines some of the underlying issues that are causing the sudden capacity crunch in different markets, the likelihood of inflationary pressures continuing to persist, and the outlook for supply managers. It also briefly examines the impact of government policies on supply-side issues and examines the outlook for major sectors of the economy.
910. Sustainability and Supply Management June 2021 CAPS Research
This Snapshots Report provides insight into sustainability metrics, objectives, and challenges of corporate sustainability and supply management practices. It addresses economic, environmental, and social sustainability.
CAPS’ unit of response is a company, distinct operating division or business unit. There were 49 respondents that participated in this survey.
909. Webinar: Supply Chain Finance: Bridging Physical & Financial Supply Chains May 2021 Dr. Michiel Steeman Windesheim University of Applied Sciences Supply Chain Finance (SCF) is now an established approach for increasing the value of your supply chain. By leveraging the relationships between buyers and suppliers, SCF facilitates suppliers’ access to cash and allows buyers to increase their own liquidity. However, not all that glitters is gold. Pitfalls in adopting and managing SCF programs can include reputational damage, accounting risk, and trust issues among buyers and suppliers – all reasons programs can fail to reach their targets. Tags: Financial
908. Supplier Risk Management Maturity Model May 2021 CAPS Research Plot your company’s supplier risk management efforts against the CAPS Supplier Risk Management Maturity Model. This Procurement Maturity Model was built using CAPS expertise and practitioner input combined with CAPS' benchmarking data and research findings. Tags: Supplier Risk Management
907. Post-Pandemic Corporate Travel Policies May 2021 CAPS Research
This CAPS Quick Poll report highlights how organizations’ corporate travel policies have adjusted during the pandemic and their projections for corporate travel policies in a post-pandemic environment.
CAPS’ unit of response is a company, distinct operating division, or business unit. There were 25 respondents that participated in this Quick Poll.
906. List of Supplier Risks - Where to Invest April 2021 CAPS Research Tracking and managing all possible supply risks is not practical for most companies, especially since technology options to do so are limited. But understanding risks that might come from the supply base is still important. Use this list to focus your risk protection efforts where it matters most for your company & industry. Tags: Supplier Risk Management
905. Procurement Metrics Index April 2021 CAPS Research Drawing from the CAPS extensive network of companies, research, and the Metrics of Supply Management benchmarking survey, CAPS has compiled a list of 100+ metrics that are used by supply management to track its performance and tell the value story to internal stakeholders. The downloadable spreadsheet includes the metric ID, category, sub-category, name, and calculation. Tags: Performance Metrics
903. Metrics Value Reporting Maturity Model April 2021 CAPS Research The Metrics & Value Reporting Maturity Model represents the progression from supply management department specific objectives to fully aligning with specific stakeholders and the corporate objectives. The Procurement Maturity Model is adapted from the CAPS research report, "Metrics of the Future: Moving Supply Management Beyond Cost Reduction," the findings of which are based on interviews with CPOs, CFOs, and other leaders at global corporations.
904. Supplier Due Diligence: The Quest for a Universal Standard for Supplier Assessment April 2021 Stanley E. Fawcett Weber State University Using multiple platforms and portals for each customer often proves challenging for suppliers. In this paper, researchers address the potential for a cross-industry, standardized approach that allows suppliers to easily share information with multiple buyers. Tags: Supplier Programs
901. Digital Connectivity and Data Protection in Supply Management March 2021 John V. Gray, Ph.D. The Ohio State University Companies are collecting and sharing more data than ever before, making effective management of this data increasingly important across all functions. What role does supply management play and how can we minimize data risks in the supply chain? In this report, researchers discuss methods for assessing suppliers, the ins-and-outs of building cybersecurity measures into contracts, and best practices for supplier data protection. Tags: Cybersecurity , Emerging Technology
902. Spring 2021 McKenna Virtual Lecture & Symposium March 2021
The 2021 McKenna Lecture featured Denis Cortese, M.D., Emeritus President and CEO, Mayo Clinic and Director of the Center for Healthcare Delivery & Policy at ASU. Dr. Cortese shared the results of work he is leading as President of the Healthcare Transformation Institute with eight competing health systems in the Phoenix area. Multidisciplinary leaders from each of the health systems identified the strategic pillars and are collaborating to develop the critical capabilities required in each of the pillars.
In addition to the McKenna Lecture & Symposium, attendees were invited to participate in additional post-lecture interactive topical sessions. Each of these sessions was designed to further advance each of the strategic pillars of a resilient health system addressed in the McKenna lecture.
Tags: Health Sector
900. Determining Supplier Diversity Status February 2021 CAPS Research
This CAPS Quick Poll Report highlights how companies identify the diversity status of their suppliers with breakouts by select industry and revenue size.
With an increased focus on supplier diversity programs, an important activity for many companies is to understand how diversity status is determined, the accuracy of their process, and what to do when discrepancies arise.
CAPS’ unit of response is a company, distinct operating division, or business unit. There were 89 respondents that participated in the survey.
899. CAPS Supply Management Maturity Progression Model February 2021 CAPS Research The CAPS Research Supply Management Maturity Model provides a framework to assess the supplymanagement group’s current effectiveness and identify opportunities to improve performance and valuecontribution. The CAPS Procurement Maturity Model contains five levels of proficiency ranging from Foundational to StrategicIntegration, in ascending order of proficiency. It is designed to track and guide the progressive growth of thefunction, enabling organizations to evolve their capabilities to successive levels of maturity.
898. Managing Talent Through the HR Life Cycle February 2021 Thomas F. Gattiker Boise State University The current challenges facing talent management can be felt day-to-day in supply management organizations. With a wave of retirements already in process and a new generation emerging from college to begin their careers, executives are seeking best practices for managing talent across the life cycle. In this report, researchers examine the HR life cycle, detailing new and unique practices for recruiting and retaining talent. Tags: Talent Management
897. Pandemic Impact on Payment Terms January 2021 CAPS Research
This Snapshots Report seeks to discover whether there’s a notable shift in corporate payment terms as a result of the significant market and societal changes of 2020.
CAPS’ unit of response is a company, distinct operating division or business unit. There were 48 respondents that participated in the survey.
896. Implementing Emerging Technology in Supply Management January 2021 CAPS Research This Snapshots Report provides insight into the challenges and enablers of implementation of emerging technologies in supply management. There were 68 respondents that participated in the survey.
895. A Playbook for Category Management November 2020 Mikaella Polyviou, Ph.D. Arizona State University Executing an effective category management program requires a well-planned strategy that is both integrated and aligned with the business. This whitepaper creates a practical category management playbook with proven tips, tricks, and success factors for developing and executing a successful category strategy. Tags: Category Strategy
894. Online Marketplaces and Procurement November 2020 Raghu Santanam Arizona State University Is your organization prepared to take advantage of the simplicity, variety, and cost savings offered by online marketplaces like Amazon and Alibaba? Originally consumer-focused, these marketplaces are now poised to disrupt B2B purchases. This study investigates the expected impact online marketplaces could have on transforming traditional procurement practices. In this report, we discuss the opportunities and risks of online marketplaces and include a roadmap for adopting online marketplaces.
893. Webinar: A New Economic Reality: A Look into the Future October 2020 Dennis Hoffman Arizona State University What changes have we seen in the economy as a result of the global pandemic and recession? What is the outlook for the near future? CAPS invited economist Dennis Hoffman to discuss how we deal with this new economic reality as we look toward the future. This hour-long webinar included US and International economic updates and a discussion on the upcoming US Election. Tags: Business Environment, Pandemic
891. Applying Advanced Data Analytics October 2020 CAPS Research
This Snapshots Report provides insight into the data analytics approaches and tools that supply management is currently using, including questions about advanced analytics maturity.
This survey was launched in support of the CAPS research project “Applying Advanced Analytics: Beyond the Ordinary.” The research report focuses on the application of advanced analytics, stretching beyond the typical spend visibility, compliance, risk and contract metrics.
CAPS unit of response is a company, distinct operating division or business unit. There were 63 companies that participated in the survey.
892. Reverse Logistics: The 5x5 Formula for Success October 2020 Hitendra Chaturvedi Arizona State University In today's e-commerce dominated world, a well-managed reverse logistics (RL) program can help companies meet both sustainability and revenue goals. This new white paper from CAPS discusses the different components of RL and proposes a framework for companies to manage RL strategically. With better management, RL can lead to a lower carbon footprint, higher customer satisfaction, and increased revenue. These opportunities and more are covered in this report.
889. Supplier Due Diligence Assessments September 2020 CAPS Research
Supplier assessment and qualification is resource-intensive and has been described as fatiguing for the following reasons:
1. Buyers need to collect, assess and compare data regarding potential suppliers’ capacity, controls, financial health, resiliency and capabilities.
2. Suppliers need to gather and provide data to each potential buyer, usually in different formats, platforms, and overall depth of detail.
To reduce the burden of this process on suppliers and buying companies, some 3rd party providers offer standardized data gathering and assessment services accessible in a common data-sharing or hub platform.
This Snapshots Report provides insight into participating supply management organizations’ use of supplier due diligence assessments and perception of 3rd party assessment services benefits and challenges.
CAPS unit of response is a company, distinct operating division or business unit. There were 61 companies that participated in the survey.
890. Webinar: Creating Extraordinary Internal Customer Experience September 2020 The quality of supply managers’ internal working relationships matters to the business; both good and bad aspects of those relationships ripple through to the company’s bottom line. Based on the latest CAPS Research report, "Procurement’s Role in Creating Extraordinary Internal Customer Experience, Service Delivery, and Business Performance", our researchers took a look at key marketing concepts – customer orientation, market orientation, and a relationship marketing approach – that supply management leaders could leverage in their interactions with internal customers.
888. Metrics of the Future: Moving Supply Management Beyond Cost Reduction September 2020 Lisa Ellram, Ph.D. Miami University As supply management (SM) continues to evolve and move beyond cost savings it becomes increasingly important to use metrics that are understood and supported by the organization. Researchers identified 14 areas and corresponding metrics in which SM contributes to organizational success. A six-stage maturity model and more than 20 case studies are included. Tags: Cost Savings, Performance Metrics
886. Webinar: Metrics of the Future September 2020 CAPS Research Supply management professionals must be ready to embrace the purchasing and supply management (PSM) challenges of the future and measure their performance using metrics supported and understood throughout their organization. In this webinar, professor and researcher Lisa Ellram, Ph.D. discusses emerging trends in PSM, opportunities and challenges created by these trends, and the next best steps for supply chain professionals. This content was developed from the CAPS Research report, "Metrics of the Future: Moving Supply Management Beyond Cost Reduction". Tags: Cost Savings
887. Early-Career Supply Management Employees September 2020 CAPS Research
Some supply management teams face challenges recruiting and managing early-career professionals who typically fall in the Millennial and Gen Z categories (individuals under 40 years old in 2020).
This Snapshots Report provides insight into participating supply management organizations’ ratings of the effectiveness of various HR and performance management activities with early-career supply management professionals.
CAPS' unit of response is a company, distinct operating division, or business unit. There were 69 companies that participated in the survey.
Tags: Talent Management
885. The Metrics of Supply Management: A Cross-Industry Report 2020 August 2020 CAPS Research The Metrics of Supply Management provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI and others. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations. A glossary of terms is included at the end of the report.
884. Procurement's Role in Creating Extraordinary Internal Customer Experience, Service Delivery, and Business Performance August 2020 Ajith Kumar, Ph.D. Arizona State University Supply management professionals must create outstanding relationships with external suppliers while also serving internal users to maximize business value. This research investigates successful working relationships between procurement departments and their internal customers and how these relationships can be leveraged to improve business outcomes. In this report, researchers identify seven key themes and novel best practices.
883. Prove Your Value to Internal Stakeholders July 2020 CAPS Research CAPS wants to help you refine your delivery of "so what" messages that colleagues will care about. This one-hour webinar and "fireside chat" with CAPS Executive Director Bryan Fuller and Director of Benchmarking Geoff Zwemke includes examples of how practitioners are communicating the strategic value of supply management within their organizations.
882. Category Management Virtual Workshop July 2020 CAPS Research
"Putting the Playbook to Work for You," a CAPS category management virtual workshop presented by former CPO Deb Stanton on June 25, 2020, explored the building blocks of category management according to Deb's own tried-and-true category management playbook including the framework, best practices, and inspiration to refine your own strategy.
*Note: this video omits three separate attendee breakout sessions.
Tags: Category Strategy, Cost Analysis
881. Supply Management Integration into Demand Management: Current State and Future Development June 2020 Xiaosong (David) Peng, Ph.D. Lehigh University Traditionally, supply management’s focus has been on the supply side of supply chain. However, in an increasingly customer-centric business environment, many supply chains are becoming more demand-driven. This report offers a look into how supply management can be integrated effectively with demand management. Case studies and examples are included to help you adapt some of these practices to your business. Tags: Process Manufacturing
880. CAPS Supply Management Virtual Summit 2020: A New Era of Transformation June 2020 CAPS Research The first-ever CAPS Supply Management Virtual Summit, presented on June 11, 2020, provided CAPS corporate members with the knowledge, insights, and inspiration of our annual global roundtables from the comfort and convenience of home. In this exclusive sales-free event we dove into supply chain risk, multigenerational communication challenges, cybersecurity, and more.
879. Sustainability: Smart Business for a Better World June 2020 Mary Siegfried CAPS Research Supply management plays a key role in driving and managing sustainability efforts within their organization. Whether a company is just starting its journey or is already managing detailed sustainability programs, supply management leaders agree sustainability is a focus that will only increase in importance in the years ahead. This report captures lessons learned from a day-long discussion on sustainability practices and provides case studies with examples.
878. Webinar: Managing Through the Coronavirus (COVID-19) Pandemic May 2020 CAPS Research Months into global stay-at-home orders, and as restrictions begin to ease, supply management professionals must look to the future and begin to ease supply chain woes brought on by the pandemic. In Part II of the CAPS COVID-19 webinar series, we will focus on insights and practices from global companies as they navigate through the pandemic business climate.
877. Managing Through the Coronavirus (COVID-19) Pandemic May 2020 CAPS Research
The Coronavirus (COVID-19) pandemic has shaken global supply chains, disrupted markets, and is changing the way we do business.
In this second and updated report addressing the topic, we asked supply management practitioners about the actions they’re taking to mitigate the impact of the crisis. New topics since the last survey include how PPE is being sourced, actions companies are taking to support their communities, and post-pandemic planning activity.
A total of 115 global companies responded.
CAPS Research has made this report available to non-member companies and the public during this challenging time. In return, we ask that you please cite CAPS Research when reporting any of the data included in this report.
875. Emerging Technology in Supply Management April 2020 CAPS Research This Snapshots report provides insight into Supply Management’s use of new technology (e.g., RPAs, analytics solutions, and Blockchain, etc.) as well as technology that has been around for some time (e.g., eSourcing and ERP solutions). There were 46 companies that participated in the survey.
876. Exploring Category Management: Across Different Business and Organizational Settings April 2020 Janet Hartley, Ph.D. Thomas Choi, Ph.D. Bowling Green State University Exploring Category Management offers a cross-industry overview of category management practices and practical steps for building your program. Multiple case studies provide insights on how companies are realizing the benefits of category management and overcoming challenges. No matter where you are in your journey, this report can help you move forward and ensure you are maximizing all the benefits of category management. Tags: Category Strategy
874. Supplier Assessment Tools 2020 April 2020 CAPS Research
This Snapshots report provides insight into Supply Management’s use of supplier assessment tools / services and the 3rd party organizations they use. There were 72 companies that participated in the survey.
872. Payment Terms March 2020 CAPS Research
The data in this CPO Insights report on Payment Terms was gathered at the 2020 CAPS CPO Roundtable, with a total of 34 participating companies.
Tags: Financial
873. Travel Policy March 2020 CAPS Research
The data in this CPO Insights report on Travel Policy was gathered at the 2020 CAPS CPO Roundtable, with a total of 34 participating companies.
Tags: Governance
871. Webinar: Coronavirus (COVID-19): CPOs' Response to the Crisis March 2020 Deb Stanton, Executive Managing Director CAPS Research We are in the midst of an unprecedented global health crisis, resulting in significant market disruptions, supply chains in flux, and new methods of conducting business. We are all still learning to lead effective supply management practices during the Coronavirus (COVID-19) pandemic. Join CAPS Research for a special webinar where we dig into the results of our latest survey, "Responding to the Coronavirus Pandemic". We gathered insights from 74 Chief Procurement Officers and senior supply management executives at Fortune 600 and Global 1000 companies. They told us how the Coronavirus has impacted their organizations and supply management groups, their greatest challenges, and specific actions they’re taking to mitigate the crisis within the organization. We’ll break down responses by industry and sector and discuss top organizations’ reactive and proactive measures.
870. Responding to the Coronavirus (COVID-19) Pandemic March 2020 CAPS Research
The onset of the Coronavirus (COVID-19) pandemic has shaken global supply chains, disrupted markets, and is changing the way we do business.
In the midst of this critical time, we asked Chief Procurement Officers and senior supply management executives about their challenges and actions to mitigate the impact of the crisis.
This report includes input from 74 CPOs from major corporations (Fortune 600 and Global 1000) sharing specifics on the impact to their supply management groups and across the enterprise, their greatest challenges, and measures they’re taking in the face of the pandemic.
CAPS Research feels the information herein is important and valuable and we offer the report publicly in the interest of advancing supply management. In return, we ask that you please cite CAPS Research when reporting any of the data included in this report.
869. Accuracy of Spend Classifications 2020 March 2020 CAPS Research
This Snapshots report provides insight into how prevalent inaccurate spend classification is among corporations, and the most common reasons for the incorrect classifications. It also includes numbers for the percent of spend that is classified incorrectly. There were 91 companies that participated in the survey.
Tags: Data Analysis, Sourcing Strategy
868. CPO Roundtable - North America - 2020 February 2020 CAPS Research At the CAPS CPO Roundtable, 2020: A New Era of Transformation, presenters and attendees explored key supply management topics that are shaping the coming decade: organizational transformation, business alignment, talent, emerging technology, cybersecurity, and more.
867. Measuring Supplier Diversity Program Performance February 2020 CAPS Research The 2020 update to the highly acclaimed Supplier Diversity Program Performance Report is now available. This report gains insight into the practices and performance of Supplier Diversity Programs across industries. Metrics include Supplier Diversity Program spend as a percent of Sourceable and Managed spend, as well as key characteristics of Supplier Diversity programs, including suppliers and the personnel within those programs. Tags: Supplier Diversity
866. Supply Management Transformation February 2020 CAPS Research
This CPO Insights report provides an overview of supply management transformation occurring within global companies.There were 54 companies that participated in the survey. Most responses were submitted by the CPO / senior supply management leader.
865. DOE/NNSA Contractors Procurement Performance Benchmarking Report 2019 February 2020 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2019 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 19 different DOE and NNSA laboratories (or sites). Tags: DOE/NNSA Contractors
864. Webinar: Building Your Category Management Playbook February 2020 Deb Stanton, Executive Managing Director CAPS Research Category management is very effective for influencing sourcing decisions, developing winning strategies, and achieving the best value from your suppliers. In this webinar, Deb Stanton, Executive Director of CAPS Research and former CPO, describes the building blocks of her category management playbook while sharing lessons learned. Tags: Category Strategy
863. New Measurements of Value January 2020 CAPS Research This CPO Insights report addresses how companies view and measure value creation beyond traditional savings and productivity.
861. P2P Cycle Time 2019 December 2019 CAPS Research
This Snapshots report provides insight into average cycle times for the P2P process as well as which segments of the process are measured by most companies.
There were 50 companies that participated in the survey.
862. Webinar: Creating Future-ready Supply Management Teams December 2019 Jennifer D. Nahrgang, PhD CAPS Research In this CAPS member webinar, Jennifer D. Nahrgang, PhD, lead researcher for research report Future Procurement Talent: Looking Ahead 10 Years, takes a close look at the talent lifecycle and new labor models that are sure to affect your organization in the next decade; specifically, how to source, develop, retain, and transition your supply management talent. We discuss proactive measures you can take now to address skill gaps in strategic thinking, leadership, and data analytics.
860. Future Supply Management Talent: Looking Ahead 10 Years December 2019 Jennifer D. Nahrgang, PhD, Bruce Gilmore, MBA, & Joan Brett, PhD Arizona State University The role of supply management professionals is evolving and changing. As we look ahead to the future, what skills, abilities, and expertise will future professionals need to succeed in the supply management field? What emerging labor models should you consider to leverage the workforce? How can you create an effective talent management lifecycle to source, develop, retain, and transition your team? These are just some of the questions explored in the research report Future Supply Management Talent: Looking Ahead Ten Years. Included in the report are 6 key focus areas for supply management leaders as well as a talent management lifecycle model.
857. Centers of Excellence in Supply Management 2019 December 2019 CAPS Research
Many companies create and use Supply Management Centers of Excellence (SM COE) to help identify, develop, and roll-out best practices in key areas and activities. Typically, SM COEs are made-up of teams of experts who provide specific functional execution in support of Supply Management and/or Business Units.
This Snapshots report provides insight into Supply Management Centers of Excellence.
856. Developing Supplier Ecosystems to Create Value November 2019 Frank Wiengarten, Ph.D. Ramon Llull University
In a traditional supply chain model, companies rely on their internal capabilities and their tier-one suppliers’ capabilities when developing new products and solutions. Supplier ecosystems are an emerging alternative model for innovation, offering benefits that traditional processes don’t provide. Developing Supplier Ecosystems to Create Value outlines a process for initiating supplier ecosystems and the benefits of using this approach. A list of 10 best practices and life cycle management steps are included in the report.
854. Digital Transformation and Data Analytics November 2019 CAPS Research The purpose of this Snapshots report is to provide an overview of company digital transformation and data analytics practices. The survey was conducted at the 2019 CAPS Fall Roundtable, with a total of 30 companies that participated in the survey.
855. Managing Supplier Risk 2019 November 2019 CAPS Research This Snapshots report seeks to understand how companies are managing supplier risk. This survey was conducted at the 2019 CAPS Fall Roundtable, with a total of 28 companies responding.
853. Business Partner Engagement 2019 October 2019 CAPS Research
Aligning supply management with the goals and needs of internal business partners (also known as business owners or internal stakeholders) continues to be a key priority for strategically focused supply management leaders. This report covers specific activities that typically show the level of engagement with this key stakeholder group. The survey was conducted at the 2019 CAPS Fall Roundtable, with a total of 29 companies responding.
Tags: Stakeholder Alignment
852. Supply Management Roundtable - North America - Fall 2019 October 2019 CAPS Research The roundtable is our flagship event for supply management practitioners, exclusively for CAPS member companies. We put into practice CAPS research findings, benchmarking metrics and best practices, and the thought leadership from leaders and peers to help members prepare for the future and align to goals of their organizations. This year's agenda topics included: transformation, supplier risk, technology and analytics, talent management and organizational structure, ecosystems, and more.
851. Preparing for a Potential Economic Downturn October 2019 CAPS Research
Many companies are making plans or currently taking action to prepare for a potential economic downturn or recession fueled in part by the Trump administration tariffs and corresponding retaliatory tariffs that have led to a multi-country trade war.
This CPO Insights report provides insight into what actions global corporations are planning or currently taking to prepare for potential worsening economic conditions.
850. Innovative Approaches to Cost Savings October 2019 Roberta Jennings CAPS Research Cost savings always has been – and likely always will be – a major component of a supply organizations’ function. Organizations strive to create comprehensive savings strategies that will contribute positively to the bottom line, while also meeting quality and service standards. CAPS Research recently co-hosted a Critical Issue Exchange on Cost Savings. The discussion from the day-long meeting is summarized in this report and includes case studies and examples of cost savings strategies being employed by organizations today. Tags: Cost Savings
849. E-Auctions 2019 September 2019 CAPS Research This Snapshots report seeks to understand whether companies are increasing or decreasing their use of E-Auctions (also known as Reverse Auctions), and the reasons for the change in their usage.
847. New Supplier Assessments 2019 September 2019 CAPS Research This Snapshots report provides insight into supply management current practices regarding new supplier assessments.
848. Third-Party Risk Management September 2019 Mary Siegfried CAPS Research Throughout the years, risk management worries have kept supply chain leaders up at night. How does flooding on the upper Mississippi River affect delivery of parts to plants in Louisiana? Will the financial difficulties faced by a large overseas manufacturing partner impact your supply chain? Third-Party Risk Management was the topic at a recent CAPS Research Critical Issue Exchange event. This report captures lessons learned from this day-long discussion and provides case studies with examples.
845. Transparency and Collecting Supply Chain Data 2019 August 2019 CAPS Research
Many companies face decreased transparency into certain areas of supplier risk. Data is scarce on supplier ethical business practices (e.g., child labor, trafficking), regulatory concerns, and sources of supply.
This Snapshots report provides insight into company practices of collecting data on these types of supplier risk.
844. Webinar: Prove Your Value with Key Metrics August 2019 Geoff Zwemke, Director of Benchmarking CAPS Research
Many supply management professionals get caught in the trap of communicating in “procurement-speak” with internal stakeholders. Supply management professionals often fail to “translate” their activity and value into a language that business partners and senior executives understand or care about. In this session, CAPS Director of Benchmarking, Geoff Zwemke, and CAPS Director of Membership, Nicole Leonardi, share KPIs from the recently released Metrics of Supply Management report in addition to talking points that companies are using to communicate the strategic importance of supply management.
843. Webinar: How Do You Stack Up? 2019 Metrics of Supply Management ISM August 2019 Deb Stanton, Executive Managing Director CAPS Research The annual CAPS Metrics of Supply Management 2019 has just been released. Get the most recent benchmarking metrics to compare your supply management organization and practices to others. Deborah Stanton, Executive Director of CAPS Research, will feature several of the metrics in this report and share how she put the metrics to work for her as former CPO of MasterCard.
842. Aerospace and Defense Industry Benchmarking Metric Report 2019 August 2019 CAPS Research The 2019 Aerospace and Defense Industry Benchmarking Metric Report includes metrics of importance to the aerospace and defense industry on topics including supply management organizational structure, spend and spend analytics, supply management operating expense, supplier relationships, and supply management return on investment.
840. The Metrics of Supply Management (Cross-Industry) Report 2019 July 2019 CAPS Research The Metrics of Supply Management (Cross-Industry) Report provides data for Key Performance Indicators (KPIs) for headcount, OPEX, spend, savings, ROI and others. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations. A glossary of terms is included at the end of the report.
841. Investment Recovery Metric Report 2019 July 2019 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation, services and processes, effectiveness of program-related tools and technologies, and investment recovery staffing. Tags: Financial, Materials Management
839. China: Reassessing the Middle Kingdom in Global Supply Management July 2019 Barbara Flynn; Markham Frohlich; Amrou Awaysheh Indiana University Global supply management is experiencing turbulent times. There are uncertainties surrounding tariffs and trade war, IP issues, cyber warfare, and evolving technologies at a breakneck pace and data analytics. At the center of such pressing issues is China. This whitepaper will address what is happening inside and outside China. What is it like to do business inside China and what is it like to do business with Chinese companies in China and outside China? This paper captures what it has been like for global companies working with Chinese companies and what it will be like moving forward given the current circumstances.
837. Oil & Gas Industry Metric Benchmarking Report 2019 June 2019
CAPS Research This Metric Report provides an overview of the results of the survey created by and for procurement/supply management professionals from the Oil & Gas Industry. Results include benchmarks on spend, savings, supply management return on investment, category management, and warehousing. Tags: Oil & Gas
838. Webinar: Risky Business - Mitigating Third Party Risk in Your Supply Chain June 2019 Deb Stanton, Executive Managing Director CAPS Research Supply networks are becoming longer and more complex and companies are relying more heavily on their suppliers. What steps can companies take to minimize exposure to risk while maximizing the value of supplier relationships? This CAPS member webinar presented by Deb Stanton, features the steps to develop a risk management plan, including data from CAPS bench marking, types of risk, technologies and ways to measure risk.
836. Emerging Technologies in Supply Management June 2019 John V. Gray, Ph.D.; Andrea M. Prud'homme, Ph.D.; Andrew C. Barley Fisher College of Business The Ohio State University New transformative and potentially disruptive technologies promise large companies faster, cheaper, and more effective procurement and supply management processes. We identified 11 key emerging technologies and analyzed their potential benefits, effectiveness, and opportunities for practical application. In light of a growing number of options, this research will inform supply management organizations on how to avoid the risk of either adopting unnecessary technologies or becoming comparatively less effective with actionable recommendations on whether, when, and how to implement new solutions. Tags: Data Analysis, Emerging Technology
834. Measuring and Managing Risks in the Supply Chain April 2019 Tobias Schoenherr, Ph.D.;Carlos Mena, Eng.D.;Thomas Choi, Ph.D. Michigan State University, Portland State University and Arizona State University What risks should supply management executives be concerned with and, more importantly, how can these be measured and evaluated? These are the questions our new research report Measuring and Managing Risks in the Supply Chain sought to answer. Risk management is often under the charge of supply management groups, but responsibility can and should be shared by suppliers and internal partners. Risk measurement allows supply management practitioners to anticipate, react to, prioritize, and effectively manage risk, from dealing with significant events to establishing best practices of risk avoidance in every-day operations. This report offers a taxonomy of key risks to consider and best practices for measuring different categories of risk.
831. CPOs Reporting KPIs to Senior Executives 2019 March 2019 CAPS Research This report reflects the responses of CPOs in attendance at the CAPS Research CPO Roundtable on March 12, 2019. It provides a snapshot of how Supply Management and the CPO report KPIs upward.
832. Mobile Device Policies 2019 March 2019 CAPS Research This report reflects the responses of CPOs in attendance at the CAPS Research CPO Roundtable on March 12, 2019. This report is designed to provide a snapshot of company mobile device policies. Tags: Organizational Design
833. eAuctions 2019 March 2019 CAPS Research This report reflects the responses of CPOs in attendance at the CAPS Research CPO Roundtable on March 12, 2019. As the business environment becomes more fast paced and agile, companies continue to turn to eAuctions for procurement. This report is designed to provide a snapshot of company practices with eAuctions. Tags: Emerging Technology
830. Counterfeiting in the Supply Chain: Identification, Containment & Prevention by Adopting a Multi-Pronged Approach March 2019 Robert B. Handfield, Ph.D.;Anand Nair, Ph.D. North Carolina State University and Michigan State University The problem of counterfeiting in the supply chain continues to plague companies in every industry. In order to combat counterfeiting, a multilayered strategy that adopts multiple approaches and engages the entire organization is needed. This research investigates counterfeiting’s global growth and provides detailed recommendations to address the issue. It delves into strategies ranging from tracking technologies to working with government agencies in an effort to stem the growing challenge of counterfeiting throughout the supply chain.
829. Exploring Strategic Category Management 2019 March 2019 CAPS Research This Snapshots report provides insight into the benefits, challenges and practices of Category Management across a variety of companies.
828. Cost Savings Measurement and Reporting 2019 February 2019 CAPS Research This Snapshots report provides an overview of company practices in measuring and reporting cost savings.
827. DOE/NNSA Contractors Procurement Performance Benchmarking Report 2018 February 2019 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2018 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 19 different DOE and NNSA laboratories (or sites). Key measures include spend per procurement employee, and supplier diversity goals and attainment. Other measures include customer satisfaction surveys and procurement card use. Tags: DOE/NNSA Contractors
826. Integrating Safety into Practices and the Supply Chain February 2019 Roberta Jennings CAPS Research Organizations across all sectors are continually investing in safety, not just within their own processes and procedures, but also within their supply chain. “Integrating Safety into Practices and the Supply Chain” was the focus of a recent CAPS Research Critical Issue Exchange, co-sponsored by Bechtel Corporation. How do you make safety a priority for your suppliers? How do you measure and assess supplier safety? How do you determine what your risk tolerance is for special circumstances? This new report captures the lessons learned from the day-long discussion and provides case studies with examples.
825. Compliance to the Contracting Process 2019 January 2019 CAPS Research This Snapshots report provides insight into understanding companies’ use and effectiveness of formal compliance policies and procedures for pre- and post-award activity.
824. Data Analytics Teams and Procurement - Who and What December 2018 Benjamin Shao, Ph.D.;Robert D. St. Louis, Ph.D. Arizona State University Procurement leaders are turning to data analytics teams to help them leverage the wealth of data available and meet business goals, but what skills should the team have? This research investigates assembling, structuring, retaining, and supporting the team. It examines how data analytics can facilitate procurement practices related to spend analysis, contract management, market intelligence, and supply chain risk. Insightful comments by CPOs at various stages of the data analytics journey offer a real-life look at how data analytics teams function and succeed in many organizations.
823. Demand Management and the Supply Management Group 2018 December 2018 CAPS Research
This report provides insight into the level of engagement of supply management in demand management activity.
A total of 19 organizations participated in this survey.
822. GPOs and Amazon for Business 2018 November 2018 CAPS Research
This Snapshots report provides insight into the use and effectiveness of Group Purchasing Organizations (GPOs) and Amazon for Business.
GPOs are used to create leverage in purchasing power for a group of businesses to attain better prices from suppliers based on collective buying power.
Amazon for Business offers access to a variety of products with incentives for members, like Prime shipping and a multi-seller marketplace.
There were 67 organizations that participated in the survey.
819. Human Rights and the Supply Chain 2018 November 2018 CAPS Research This report provides an overview of the practices of global corporations in their efforts to identify and mitigate/reduce human rights risks in their supply chains.
820. Business Partner Engagement 2018 November 2018 CAPS Research Aligning supply management with the goals and needs of internal business partners (also known as business owners or internal stakeholders) continues to be a key priority for strategically focused supply management leaders. This report covers specific activities that typically show the level of engagement with this key stakeholder group.
821. Recruiting Talent 2018 November 2018 CAPS Research
As efforts to recruit talent have become more competitive, companies are interested in exploring recruitment sources and strategies.
This report is designed to provide a snapshot of company practices in recruiting talent.
Tags: Talent Management
818. Supplier Assessments and Audits 2018 October 2018 CAPS Research This Snapshots report provides insight into understanding companies’ use of supplier audits and assessments.
817. Physician Preference Items Management: Challenges, Opportunities, and Strategies October 2018 Gilbert Nyaga, Ph.D.;Eugene Schneller, Ph.D. Northeastern University;Arizona State University
Physicians have autonomy in deciding the devices they use for patient care, which can circumvent cost savings, volume economies, and other benefits that come from including procurement. Approximately 60% of total spend by hospitals comes from physician preference items (PPI) - items that physicians strongly prefer and therefore play a key role in their acquisition. The goal of this report was to study challenges, opportunities, and management efficiencies involved in procuring PPIs. This study also looked to other industries to identify any commonalities and applications outside of healthcare. Download this new CAPS Research report today to find key insights and recommendations for managing PPIs.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
816. Punchout and ERP-Hosted/CIF Catalogs 2018 September 2018 CAPS Research
Punchout catalogs are web-based catalogs hosted at a supplier’s website and accessed through the buyers ERP/procurement application. The buyer leaves (“punches out” of) the
ERP/procurement application to enter the supplier’s web-based catalog or e-marketplace and then returns to complete the requisition process. ERP-hosted (also known as CIF) catalogs are static digital files that suppliers provide to the buying company that reside within the
ERP/procurement application. CIF stands for Catalog Interchange Format. This report is designed to provide a snapshot of company practices in use of Punchout and ERP-Hosted/CIF Catalogs. There were 62 organizations that participated in the survey.
Tags: Emerging Technology
815. Procurement Analytics - Enabling Data Architectures in the Age of Big Data September 2018 Raghu T. Santanam, Ph.D.;Michael Goul, Ph.D. Arizona State University This new report from CAPS Research examines the ways companies can architect their procurement data to lay foundations for the discovery of new insights. The research addresses the ways companies organize their procurement data structures and evolving them through various levels of maturity.
Tags: Data Analysis, Performance Metrics
814. Supplier Safety Performance 2018 August 2018 CAPS Research
As efforts to drive safety into the supply base continue to gain momentum in global corporations, companies are asking how supplier safety efforts can and should impact sourcing decisions, SRM programs, and supplier life-cycle programs. The starting point to integrate supplier safety into supply management is understanding and measuring supplier safety performance.
This Snapshots report looks at company practices in supplier safety performance.
813. Talent: Is Your Team Ready for 2020? August 2018 Roberta Jennings CAPS Research There are many reasons to have a comprehensive talent development program in the supply management organization: consistent standards, succession planning, creating a "learning" work culture, better skill and competency assessments, and greater employee satisfaction, among other things. This report summarizes good practices, lessons learned, and general thoughts on talent development, including recruiting, retaining, leadership development, changing demographics, and changing the perception of training. Tags: Talent Management
812. Procurement Training 2018 July 2018 CAPS Research This report provides insight into understanding the training practices, certification and budget for supply management employees. Tags: Talent Management
811. The Metrics of Supply Management (Cross-Industry) Report 2018 July 2018 CAPS Research The Metrics of Supply Management (Cross-Industry) Report provides data for thirty-four identified Key Performance Indicators (KPIs). Included are various headcount ratios for the supply management group, as well as an array of metrics to assess the cost savings generated by supply management employees. The report also has metrics on managed spend and operating efficiencies. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
810. Procurement Automation 2018 July 2018 CAPS Research This Snapshots report provides insight into organizations use of automation within procurement for selected activities.
809. Petroleum Industry Metric Benchmarking Report 2018 June 2018 CAPS Research This Metric Report provides an overview of the results of the survey created by and for procurement/supply management professionals from the Petroleum Industry. Results include benchmarks on spend, savings, supply management return on investment, category management, and warehousing. Tags: Oil & Gas
808. EDI and API 2018 June 2018 CAPS Research This report provides insight into current EDI practices and the use of APIs to complement or replace EDI. EDI is a well-established, long-standing technology that enables efficient business communications between business partners. Application Program Interfaces, or APIs (the foundational technology underlying on-demand applications like Google Maps and Uber), have been transforming business for some time, but have seen slower adoption rates by supply management/chain groups as an alternative to EDI. Tags: Emerging Technology
807. Procurement Team Skills and Roles 2018 June 2018 CAPS Research This report provides insight into participating organizations practices regarding the development of the global procurement team, with a focus on skill sets and role design. It was requested by a CAPS Research member company. There were 84 organizations that participated in the survey. Tags: Talent Management
806. Eyeing Success - From Analytics to Value Generation May 2018 Mary Siegfried CAPS Research Supply management organizations need a comprehensive talent management program that starts with building a pipeline that attracts new talent and continues with learning and development programs to retain top talent. This topic was discussed at a recent CAPS Research Critical Issue Exchange. Other topics discussed included managing your value generation and innovation funnel, supplier risk and compliance management, and analytics strategy. Supply chain leaders from discrete manufacturing companies explored their challenges and solutions for these top-of-mind concerns. Lessons learned and case study examples are included in this new report from CAPS Research. Tags: Talent Management
805. Cost Savings 2.0 May 2018 Roberta Jennings CAPS Research Cost savings is arguably the oldest and most anticipated function of procurement. As the supply management function continues to evolve and become more competitive, cost saving activities need to become more sophisticated. "Cost Savings 2.0" was the topic of a recent CAPS Critical Issue Exchange, where supply management executives discussed how to define, capture, and measure cost savings. This new report features real world examples and case studies from that event.
803. Sustainability in the Supply Chain May 2018 Mary Siegfried CAPS Research In today’s ever-changing business world, managing risk and sustainability are no longer options – they’re requirements. Supply chain sustainability is of growing importance as companies realize that effective, comprehensive sustainability practices can contribute to a better world and a healthier bottom line. Sustainability covers a range of issues, from environmental concerns to fair labor practices to waste management. CAPS Research recently co-hosted a Critical Issue Exchange on “Sustainability in the Supply Chain.” This new report features lessons learned and case studies from that event.
804. How Tech and Innovation Create a Safer Supply Chain May 2018 Roberta Jennings CAPS Research Regardless of industry, company size, geographic area or market share, all organizations have a vested interest in establishing safe operations at their facilities. Securing data, information, and intellectual property can be just as much of a safety issue as working with heavy and dangerous equipment. More than ever, firms are looking for ways to incorporate technology and innovation into their safety practices. "Safety in the Supply Chain" was the focus of a recent CAPS Research Critical Issue Exchange, co-sponsored by Bechtel Corporation. This new report features best practices that were shared as well as case studies with examples.
802. Supply Management Trends 2018 May 2018 CAPS Research
This report provides insight into involvement in various trends for participating supply management organizations.
A total of 42 organizations participated in this survey.
801. Approval Thresholds Outside Procurement 2018 April 2018 CAPS Research This report provides insight into participating organizations’ practices regarding approval limits outside supply management/procurement and the parameters that organizations use to instruct their employees when to involve supply management/procurement with purchases. There were 82 organizations that participated in this report. Tags: Organizational Design
800. New Tariffs Impact 2018 April 2018 CAPS Research In a White House signing ceremony on March 8, President Trump announced new import tariffs of 25% on steel and 10% on aluminum. Canada and Mexico are currently excluded from the tariffs, and other allies may pursue talks to have the tariffs lifted. This report provides insight into participating supply management organizations’ anticipated impact of the new tariffs and potential U.S. withdrawal from the NAFTA pact. There were 28 organizations that participated in the survey.
798. Health Care Sector Supply Chain Research Consortium Trends Report 2018 April 2018 CAPS Research The purpose of this report is to identify the level of importance of key trends in the U.S. Health Care value chain. Participants helped to identify which of the thirty-four trends included in the survey would be of the utmost importance to their supply chain organizations in the near future. The trends are divided into the following eight categories: Economic, Integration, Technology, Management, Organization, Reform, Supplier Relationship Management, and Value Based Purchasing.
799. Blockchain and Supply Management April 2018 Dale S. Rogers, Ph.D.;Todd W. Taylor;Raymundo Beristain-Barajas;Thomas Y. Choi, Ph.D. Arizona State University;CAPS Research
Blockchain is an emerging technology that can assist a firm to securely manage its financial and inventory data to reduce risk, improve trust and validity through a supply network. Blockchains utilize a distributed ledger that use shared databases, consensus approval, and peer validation. Veracity of data is maintained among network participates through cryptographic proofs and data visibility. This research report explains blockchain technology, provides examples of early adopters, and details potential uses and barriers for mainstream implementation.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
797. Automation and Digitization in Procure-to-Pay March 2018 Roberta J. Jennings CAPS Research Robotics process automation (RPA) can help organizations be more efficient by utilizing computers to complete predictable, repeatable tasks that would normally require human personnel. The automation programs can be implemented quickly and are ideal for the most routine and repetitive tasks. CAPS Research and ExxonMobil recently co-hosted a Critical Issue Exchange event on "Automation and Digitization in Procure-to-Pay." In this report you will find insights, best practices, and lessons learned from approximately 30 supply management professionals who have employed or are investigating these tools for their organizations. Case studies with examples are included.
796. Managing Real Estate Leasing Portfolios 2018 March 2018 CAPS Research This report provides insight into participating supply management organizations’ involvement in Real Estate Lease Portfolio management. For this report, Real Estate Lease Portfolio activity includes negotiations, contracting, lease administration, and termination. It does not include facilities management/operations activities. Tags: Negotiation, Sourcing Strategy
794. Cyber Security in Supply Chains: Understanding Threats and Potential Security Practices February 2018 Zac Rogers, Ph.D.;Victor Benjamin, Ph.D.;Mohan Gopalakrishnan, Ph.D. Colorado State University;Arizona State University
Of all recent cyber breaches, approximately 60 percent are supply chain based. A new CAPS Research report identifies five supply network vulnerability archetypes. They are intended to help companies understand the malicious actors who search for the "path of least resistance" into their networks. The report offers an in-depth examination of publicly disclosed cyber breaches, details the various methods of cyber attacks, and demonstrates the key role procurement plays in ensuring a companys cyber security.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
795. Buyer Training & Certification 2018 February 2018 CAPS Research The "Buyer Training & Certification" report will help you gain insight into organizations buyer training and certification programs. For the purpose of this report, buyers are defined as supply management/procurement employees engaged in tactical purchasing of a repetitive, administrative nature in support of the Requisition-to-Payment cycle. Tags: Talent Management
793. DOE/NNSA Contractors Procurement Performance Benchmarking Report 2017 February 2018 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2017 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 21 different DOE and NNSA laboratories (or sites). Key measures include spend per procurement employee, and supplier diversity goals and attainment. Other measures include customer satisfaction surveys and procurement card use. Tags: DOE/NNSA Contractors
792. Measuring Risk in Supply Chains 2018 January 2018 Research Team CAPS Research With advancements in technology and increased connectivity, risk measurement has become a moving target. While the changing supply chain landscape is the source for many of these risks, we also have opportunities to identify, measure, mitigate and manage risks today. This short report identifies how supply chain risks are measured in organizations. Tags: Supplier Risk Management
791. The Role of Supply Management in Merger and Acquisitions: Separation and Integration January 2018 Kevin Linderman, Ph.D. University of Minnesota
Involving supply management in mergers and acquisitions (M&As) will help ensure a successful transition and avoid any missteps. In this new report from CAPS Research we detail four capabilities to help supply management can support M&As. Is your M&A business process up to date? Are you one of the 37 percent of companies today that do not have a formal business process in place for M&As? Download our new research report to find out what you will need to be successful.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
789. Aerospace and Defense Industry Benchmarking Metric Report 2017 November 2017 CAPS Research The 2017 Aerospace and Defense Industry Benchmarking Metric Report includes metrics of importance to the aerospace and defense industry on topics including supply management organizational structure, spend and spend analytics, supply management operating expense, supplier relationships, and supply management return on investment. Tags: Aerospace & Defense
790. Lead Time Management 2017 November 2017 CAPS Research This report provides insight into current lead time management and processes for direct materials that are MRP relevant.
787. Indirect Bid Thresholds 2017 October 2017 CAPS Research Seventy-six percent of responding organizations indicated that they have bid thresholds for buying indirect goods and services. The average reported threshold is $88,492, with a range from a minimum reported $2,000 to a maximum of $500,000. Other factors may affect this threshold including specific commodities or spend categories or geographic location.
788. Managing Startup Suppliers October 2017 Stephan M. Wagner, Ph.D.;Stefan Kurpjuweit;Thomas Y. Choi, Ph.D. Swiss Federal Institute of Technology Zurich;Arizona State University
Buying companies source from startup suppliers, relatively young entrepreneurial firms, with the intent of tapping into their innovative products and services. The challenge comes when buying companies attempt to integrate startup suppliers into their current supplier management process. Startup suppliers require a different management style and process that buying companies may not be prepared for. In this new CAPS Research report we detail the three strategies that emerged for working with startup suppliers and provide examples through case studies.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
786. Delivering Value to the Enterprise 2017 October 2017 CAPS Research This short SnapShots report looks at how supply management groups deliver value. Among those that were reported as "currently in place" were "Develop joint metrics with internal customers" and "Have Supplier Sustainability integrated in Supplier Risk".
783. Data Analytics Teams October 2017 Research Team CAPS Research We are witnessing the rise of new data analytics teams in procurement. Procurement leaders are moving away from one or more data analytics individuals scattered throughout the function, to creating a cohesive, well-defined team that sits inside procurement and supports activity across the procurement/supply management group. This short report provides insight into the importance of these emerging teams. Tags: Data Analysis
784. Classification of Indirect Spend 2017 October 2017 CAPS Research The survey for this report was distributed at the CAPS Research Supply Management Roundtable North America. It asks which spend classification codes are used for Indirect Spend and how the codes are assigned. Responding companies also reported that 74 percent of indirect purchases have spend classification codes assigned. Tags: Materials Management
785. Automating the P2P Process 2017 October 2017 CAPS Research The procure-to-pay (P2P) process represents an opportunity for automation for many companies. Automation and digitization can help eliminate human error and allow supply management employees to focus on strategic, high-value activity. This report provides an overview of the level of automation and digitization integrated into the procure-to-pay process of survey respondent companies.
782. Training and Development 2017 September 2017 CAPS Research Improving the performance of Supply Management/Procurement employees is key to creating and maintaining a function that is strategically-focused and delivers value to the enterprise. Many Supply Management/Procurement leaders rely on training and development programs to improve their employees performance. This report provides an overview of the current state of such programs for Supply Management/Procurement groups at global organizations. Tags: Talent Management
781. The Supply Chain Finance Journey and Beyond September 2017 Roberta J. Jennings CAPS Research Standard practice for supply management professionals who identify and implement ways to save money has been to focus on reducing costs of goods and services, negotiate the best pricing from suppliers, and operate more cost-effectively. More recently, supply chain financing has emerged as a sophisticated practice that can produce high-yielding results for both the supply management organization and their suppliers. In this new Critical Issues Report from CAPS Research, you will gain an understanding of supply chain financing practices as well as possible challenges you will face and how to overcome them. Case studies are included with examples of current companies who are leading the way in these practices.
780. Gifts and Entertainment Policy 2017 September 2017 CAPS Research It is a common practice for companies to give gifts and entertainment benefits to customers, strategic partners, and suppliers to strengthen business relationships and express gratitude. However, accepting gifts and entertainment, especially those offered frequently or that are of significant value, may create an actual or perceived conflict of interest or illicit payment. This report provides insight into current gift and entertainment policies of Supply Management/Procurement organizations from global organizations. Tags: Organizational Design
779. The Metrics of Supply Management (Cross-Industry) Report 2017 August 2017 CAPS Research The Metrics of Supply Management (Cross-Industry) Report provides information on thirty-four identified Key Performance Indicators (KPIs). Included are various headcount ratios for the supply management group, as well as an array of metrics to assess the cost savings generated by supply management employees. The report also has metrics on managed spend and operating efficiencies. Five industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
778. Managing Service Outsourcing Triad: Decision Tools and Strategies August 2017 Mei Li, Ph.D. Michigan State University A service outsourcing triad is composed of three nodes – a service buyer, a service supplier and the service buyers end customer – with three links between the node pairs. We detail the interdependencies among links between nodes and explore Service Triads and Service Diamonds. This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. Related project documents are a Brief which lists the most salient points of the research findings; and an Excel-based tool. '
776. Future Procurement Talent 2017 August 2017 Research Team CAPS Research CPOs are deeply concerned about future talent/skillset requirements. This CPO Insights Report identifies the key emerging trends that will impact Procurement/Supply Management in the next decade, as well as the knowledge, skills, and abilities (KSAs) needed to address these trends. Associated plans for dealing with talent/skillset deficiencies and lacking KSAs are also reported. Tags: Data Analysis, Talent Management
777. Supplier Relationship Management Communications 2017 August 2017 CAPS Research
Supplier Relationship Management (SRM) communications are part of an organized approach to help facilitate two-way communication between the buying company and its suppliers.
This report details some of the channels (inbound and outbound) through which an organization will communicate with its suppliers, as well the frequency at which these communications occur across different organizations. Different methods will, understandably, be more appropriate and available for more frequent communications.
775. 3D Printing and the Impact on Supply Chain Costs and Working Capital 2017 July 2017 Research Team CAPS Research
3D printing is an additive manufacturing process that creates a physical object from a digital design. There are different 3D printing technologies and materials, but all are based on the same principle: a digital model is turned into a solid three-dimensional physical object by adding material layer-by-layer.
3D printing is still a relatively new technology. As a result, we found fewer companies had interest in this survey. At CAPS, we believe the interest in and actual use of 3D printing will only grow over time, and wanted to begin tracking data on the topic early-on in the adoption stage. Even if your organization does not use 3D printing, this short report can provide you with a framework to think about its future application and importance to your organization.
774. Investment Recovery Performance Metric Report 2017 July 2017 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation. One key metric shows that for every dollar of investment recovery operating expense, $21 is returned to the bottom line. Other benchmarks relate information about investment recovery services and processes, the effectiveness of program-related tools and technologies, and investment recovery staffing. Breakout reports include Investment Recovery Association Members, Oil & Gas Companies, All Utility Companies, Utility Companies with Revenue Greater than $5 Billion, and Utility Companies with Revenue Less than $5 Billion. Sixty-one companies provided data for this report. Tags: Financial, Materials Management
773. Profile of a CPO Benchmarking Metric Report 2017 July 2017 CAPS Research Establishing roles and responsibilities can be a difficult task for any organization, and it all starts from the top on down. This metric report provides details on Chief Purchasing Officer (or equivalent) job responsibilities, character qualities, career trajectories, and forms of compensation.
772. Supply Chain Cost Saving Strategies - Establishing and Achieving Cost Saving Goals June 2017 Lisa M. Ellram, Ph.D. Miami University
Cost savings is one of the key priorities for all procurement. Are you meeting your companies cost savings goals? With continued developments in business analytics and data availability, new ways of setting and achieving cost savings targets are being realized and implemented. In this new research report well walk you through what cutting-edge approaches are being used to set and achieve cost saving goals, how these goals are measured and tracked, who gets involved in cost savings, and how firms meet targets in multiple categories. More than 10 case studies, with examples, are provided in this in-depth report.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
Tags: Cost Savings, Performance Metrics
769. Petroleum Industry Metric Benchmarking Report 2017 June 2017 CAPS Research This Metric Report provides an overview of the results of the survey created by and for procurement/supply management professionals from the Petroleum Industry. Results include benchmarks on spend, savings, supply management return on investment, category management, and warehousing. Tags: Oil & Gas
770. Supplier Anti-Corruption Due Diligence 2017 June 2017 CAPS Research
Compliance with global anti-corruption laws, specifically the U.S. Foreign Corrupt Practices Act and the U.K. Bribery Act, has taken on renewed importance. With settlements routinely including multiple countries and fines into the billions of dollars, maintaining a sound global compliance and anti-corruption due diligence program is essential to avoid drawn-out government investigations and significant financial penalties.
The purpose of this report is to offer a glimpse into organizations’ anti-corruption due diligence practices.
771. Material Handling Rates 2017 June 2017 CAPS Research
Material handling rates are the per unit cost of moving materials from one point to another. The exact calculation of this rate, starting with the specific items included in the material handling rate, will vary from organization to organization.
The purpose of this report is to illustrate the different ways that organizations outline their material handling rate, if applicable.
Tags: Logistics
765. Sourcing Marketing Spend Categories 2017 May 2017 CAPS Research More and more global companies are influencing, and managing, the sourcing of marketing services as a spend category. The purpose of this report is to present data on specific activities related to the sourcing of marketing services as a spend category, as well as gauge the level of maturity of respondent organizations.
766. Procurement Policies Benchmarking Highlights Report 2016 May 2017 CAPS Research
This summary report features select benchmarks from the comprehensive metric report called “Procurement Policies 2016.” Its purpose is to present relevant benchmarks in chart format for CAPS member companies. The comprehensive metric report, which includes all of the study benchmarks, is also available to CAPS member companies.
There were 84 companies that provided data for the original survey.
767. New Measures of Value 2017 May 2017 Research Team CAPS Research As part of an ongoing effort to better understand how companies view and measure value creation beyond traditional savings and productivity, CAPS Research asked its member company CPOs about their internal efforts to establish new measurements of value. Responses reflect the frequency of evaluating potential value creation initiatives, as well as specific metrics monitored for cost savings.
768. Talent Skills Gap 2017 May 2017 Research Team CAPS Research Talent management is becoming a growing concern for organizations as their workforce is undergoing a generational shift. To better understand these concerns, CAPS Research asked the CPOs of its member companies about possible gaps in knowledge, skills, and abilities for members of their supply management groups. Tags: Talent Management
764. Emerging Procurement Technology: Data Analytics and Cognitive Analytics May 2017 Robert B. Handfield, Ph.D.;Thomas Choi, Ph.D.;Jaikishen Venkatraman;Shweta Murthy North Carolina State University;Arizona State University
Where are you in the analytics journey? If you are like most major business organizations, you are near the beginning of this journey. The rise of the next wave of data analytics and cognitive analytics will probably affect procurement/supply chain management more than other business areas in the coming decade. What are the fundamentals you need to get in place today to prepare your company for this whole new world of data analytics? Through this new research report by CAPS Research you will gain an understanding of the future landscape, what future technologies might be able to do and what you need to do today to prepare yourself for tomorrow.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
763. Health Care Sector Supply Chain Research Consortium Trends Report 2017 April 2017 CAPS Research The purpose of this report is to identify the level of importance of key trends in the U.S. Health Care value chain. Participants helped to identify which of the thirty-four trends included in the survey would be of the utmost importance to their supply chain organizations in the near future. The trends are divided into the following eight categories: Economic, Integration, Technology, Management, Organization, Reform, Supplier Relationship Management, and Value Based Purchasing.
761. Business Partner Engagement Benchmarking Report 2017 April 2017 CAPS Research Aligning the Supply Management Group with the goals and needs of its internal business partners (also referred to as business owners or internal customers) continues to be a key priority for strategically focused supply management leaders. This report details specific activities that typically show the level of engagement with this key stakeholder group. Tags: Stakeholder Alignment
762. Measuring and Managing Supplier Innovation April 2017 Tingting Yan, Ph.D.;Kevin J. Dooley, Ph.D. Wayne State University;Arizona State University
More than 90 percent of CPOs think its important to measure supplier innovation, but only 25 percent actually have a system to do so. Supplier innovation is critical to competitive advantage and can help increase revenue and open new markets, improve quality and timeliness, and reduce costs, but how do you go about measuring it? "Measuring and Managing Supplier Innovation," a new CAPS study will give you the tools to assess suppliers innovation performance and potential, and assess your organizations ability to capture value from supplier innovation.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
759. Blockchain 2017 March 2017 Research Team CAPS Research
Background:
CAPS Research asked CPOs from its member companies about whether or not they are familiar with blockchain, and if so, to what degree their organization is currently using blockchain. A blockchain is a shared, immutable ledger for recording a history of transactions that occur across distributed computing platforms. Blockchains provide a secure means for authenticating transactions without the need for a central authority approving the veracity of the transactions. They also provide full, end-to-end visibility of transactions within the business network.
760. Supply Chain Mapping Benchmarking Metric Report 2017 March 2017 CAPS Research
Effectively managing complex, multi-tier supply networks is a critical activity for today’s Supply Management Group. Knowing where and how suppliers are situated in relation to your organization and customers is important information that can be used to maximize the strategic value of suppliers while also mitigating potential risks. This benchmarking metric report details whether or not organizations conduct supply chain mapping, and if so, to what degree.
Supply Chain Mapping typically uses a graphical tool that creates a representation of the supply network and maps your organizations products/services to specific customers.
758. Building the Research Pipeline March 2017 Mikaella Polyviou, Ph.D. Arizona State University Four top topics emerged from the research pipeline meeting in January 2017: 3-D printing, data infrastructure, data analytics team composition, and measuring risk. These topics are summarized in this meeting brief.
757. Currency and Procurement: Mitigate Risk and Reduce Costs January 2017 CAPS Research This CPO Insights explores the various ways organizations manage currency exchange. The report includes percentage of respondents that pay in foreign currency, how they manage foreign currency payments, the use of formal metrics, and more. Tags: Supplier Risk Management
756. DOE NNSA Contractors Benchmarking Metric Report 2016 January 2017 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Procurement Performance Benchmarking Metric Report for 2016 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 19 different DOE and NNSA laboratories (or sites). Key measures include spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include customer satisfaction surveys and procurement card use. Tags: DOE/NNSA Contractors
755. Supply Chain Safety in the 21st Century January 2017 Roberta J. Jennings CAPS Research Organizations across many sectors, but especially those in construction/engineering, industrial manufacturing, and petrochemical, continually look at improving safety within their own processes and procedures but also driving it into the supply chain. In this third iteration of a Critical Issue Exchange devoted to safety, companies met again to look at how their peers deal with the challenges posed by a worldwide base of suppliers. How can a procurement organization ensure that they are reinforcing with their suppliers the high value that the organization places on safety? What processes are in place in the best organizations? What new technologies can help them with safety in terms of tools and on-site resources that provide data, monitor conditions, or automate processes? This report captures the lessons learned from the third, day-long discussion by professionals and safety experts at the CAPS Research Critical Issue Exchange.
754. Procurement Delegation of Authority 2017 January 2017 CAPS Research This report illustrates the results of a recent CPO Insights survey that was designed to find out how organizations structure their procurement delegation of authority. The results show how certain spend limits apply to different positions within the supply management hierarchy, examples of situations where the delegation of authority is not followed, and allowable exceptions to bypass the procurement delegation of authority.
753. Using FOB Origin to Manage Inbound Logistics Costs 2017 January 2017 CAPS Research Effectively managing the costs of inbound logistics typically means buying goods under the shipping designation of FOB Origin. While this designation requires more complexity and effort for inbound logistics, for many organizations the benefits outweigh the added effort. This report highlights the practices of organizations that use FOB Origin for their inbound logistics. Tags: Logistics, Sourcing Strategy
749. Purchasing Operations Centers Benchmarking Metric Report 2016 January 2017 CAPS Research The Purchasing Operations Center (POC) at many companies handles the transactional or tactical elements of the Purchase Order (PO) process. Most activities center around the PO transaction (i.e. creating, amending, revisions), and sometimes includes issuing RFx’s. This report offers insights into how organizations operate their POCs, or similarly dedicated group.
750. Payment Terms 2016 January 2017 CAPS Research A CAPS Research member company requested information on typical net payment terms used by other global organizations. A survey asking two questions (company industry and typical net payment terms) was distributed at the CAPS Executive Roundtable North America. The findings are reflected in this report. Tags: Organizational Design
751. Gender and the Supply Management Group 2016 January 2017 CAPS Research A short survey addressing the topic of gender and the supply management group was distributed at the CAPS Executive Roundtable North America. The findings in this short report provide a snapshot of the efforts of global organizations to recruit and retain women into their workforces.
752. Procurement Policies Benchmarking Metric Report 2016 January 2017 CAPS Research The purpose of this report is to provide an overview of procurement policies at organizations that participated in the survey. The report includes details about these policies, as well as organizations perceived level of compliance to their established policies.
748. Sourcing Services and Indirect Spend Benchmarking Metric Report 2016 December 2016 CAPS Research Services, indirect, and non-traditional spend typically includes categories such as marketing, professional services, travel, IT (services and hardware), HR, facilities, MRO, capital equipment and others. The purpose of this report is to provide a baseline of metrics to track year-over-year trends in the sourcing of services, indirect, and non-traditional spend categories.
747. Successfully Managing Supplier Quality December 2016 Mary Siegfried CAPS Research Getting ahead of supplier quality is a demanding task. Based on a Critical Issue Exchange co-hosted by a member company with CAPS Research, this report summarizes the key takeaways from the discussion and presentations by practitioners managing Supplier Quality within their organizations. A robust quality program requires monitoring, assessing, and evaluating suppliers. Great programs allow all parties to find and correct problems before they grow into large ones. Adept organizations sift available data to translate it into actionable items. Two case studies within this report show how each organization created a successful program that reduced costs, developed strong relationships, and fostered the belief that everyone has a stake in supplier quality.
746. Procure-to-Pay Metrics Benchmarking Metric Report 2016 December 2016 CAPS Research The purpose of this study is to help procurement/supply management professionals gain new insight into the metrics most commonly used by other organizations to measure their procure-to-pay (also known as P2P) process. The findings and benchmarks can be used to support any existing or planned review and revision efforts of current procure-to-pay metrics, or act as a template for organizations using such metrics for the first time. Compared to the report from 2015, this report offers 6 new metrics for organizations as well as a list of other metrics that may be less commonly used but still relevant in the discussion of measuring the procure-to-pay process.
745. Cognitive Procurement November 2016 Roberta J. Jennings CAPS Research Were living in an interesting age. Many businesses are realizing, as they strive to gain competitive advantage, that the next new "natural" resource isnt something from the ground. Its data. As a society, were generating unprecedented amounts of structured and unstructured data, and the technology industry has found ways to capture it all. However, merely capturing the data doesnt provide any benefit unless it can be put to use for progress or improvement. Many would say we are "data rich, but knowledge poor." Enter the possibility of cognitive tools — specifically cognitive procurement cognitive systems. Tags: Data Analysis, Emerging Technology
744. Price Benchmarking 2016 November 2016 CAPS Research A CAPS Research member company wanted to better understand how companies use and collect price benchmarking information. A SnapShots survey was distributed at the October 2016 CAPS North American Executive Roundtable event. The results of the survey are found in this short report.
743. Procurement Analytics 2016 November 2016 CAPS Research Procurement Analytics is an emerging tool that is becoming more necessary to help drive value to the enterprise, especially in the decision-making process. This report identifies current applications and the need for procurement analytics at organizations. The highest need reported for deeper analytic insights was spend analysis, with the highest importance rating as spend data. Tags: Data Analysis
742. Managing Supplier Quality Benchmarking Metric Report 2016 November 2016 CAPS Research Managing supplier quality is a priority for most global organizations. The impact and potential risk of poor quality products, services, processes, and/or performance can be far-reaching in the value chain. This metric report offers insights into how organizations structure their supplier quality efforts and their use of supplier quality data, physical supplier audits, having dedicated supplier quality employees, plus more.
740. Supply Management Metrics (Cross-Industry) Summary Report 2016 October 2016 CAPS Research This summary report takes a closer look at the 2016 Supply Management Metrics Report, offering visual representations of the data, as well as a closer look at select metrics. Find out how you compare to other organizations when looking at areas such as the percent of spend that is managed/controlled, operating expense per supply management employee, and the return-on-invesment of the supply management group.
741. M&A Activity and the CPO October 2016 CAPS Research CAPS Research asked CPOs from its member companies about their Mergers & Acquisitions (M&A) activity and their CPOs involvement in that activity. The participants were also asked about the metrics used to measure the success of the integration as well as those used to measure the performance of the CPO and the Supply Management Group. Several companies were cited as demonstrating best practices in how their CPOs are involved in M&A Activity. Tags: Mergers & Acquisition
736. Healthcare GPOs: The Journey from Tactical Supply Chain to a Strategic Asset October 2016 Pete Allen Vizient The first Group Purchasing Organization (GPO) started in Chicago in 1977 to aggregate and leverage purchasing volume for discounts from manufacturers, distributors and vendors. Acting on behalf of healthcare providers, GPOs can realize savings and increase efficiencies. Vizient is a non-profit organization with 3100 members, 1600 vendor relationships, and a portfolio of 3300 contracts. While purchasing is a core part of the business, serving 95% of academic medical centers, Vizient is now the fifth largest consulting company in healthcare, and has a massive analytics business with access to data on purchases by 16,000 healthcare systems in 14 different countries and patient-level detail in a clinical database. As increasing healthcare costs force hospitals to consolidate and cut administrative expenses, GPOs like Vizient are playing an increasingly important role in purchasing for hospitals, data analysis, trending, member advocacy, education and budgeting.
737. The New Supply Chain - THE Competitive Advantage October 2016 Todd Snelgrove SKF Group What is the next frontier beyond Total Cost and Should-Cost strategies? In this presentation, Todd Snelgrove of SKF makes the case for focusing on Total Profit, and looking through the eyes of the ultimate customer/consumer. The ultimate goal is for the buying organization to look all the way through the supply chain, always focused on discovering where profit can be found. This strategy has changed the way SKF operates. Tags: Cost Analysis
738. Procurement Analytics October 2016 Robert B. Handfield, Ph.D. North Carolina State University Consider this: 90 percent of the worlds entire data has been produced in the last two years, and its mostly unstructured. So, how will the procurement professional begin to tap into this rich stream of data to help make better, faster, smarter procurement decisions? Professor Rob Handfield of North Carolina State University presents information on the mindset and skill sets required to begin to broach the brave new world of cognitive procurement in this presentation. Tags: Data Analysis, Emerging Technology
739. Managing Risk in the Supply Chain – Preventing Fraud October 2016 Dennis Dienno Dell Technologies Dell works hard to diminish the amount of service fraud their company experiences. Industry experts estimate that 10 – 15% ($10 Billion industry wide) of service demand is fraudulent. Dell has developed dedicated teams and robust programs to pursue and prevent warranty claims on Dell products that were never purchased, and excessive or unneeded entitled warranty claims to obtain service parts or upgrades. Dennis Dienno describes the journey of developing the service fraud program, included the needed change in thinking the use of analytics, the integration of procurement and supply chain in the overall fraud prevention effort, and the launch of their successful pilot program.
735. Supply Base Cybersecurity October 2016 CAPS Research CAPS Research asked CPOs from its member companies about their general cybersecurity policies. The report details the frequency of policy updates as well as who leads the cybersecurity operation and how it is paid for. The report also explores the use of mobile phones connecting to the companys network and the controls in place for network security.
734. Travel & Entertainment (T&E) Expense Management Benchmarking Summary Report 2016 September 2016 CAPS Research The T&E spend category is one of the largest controllable expenses for most global organizations. Improving corporate T&E policy, sourcing and operations is, therefore, a top priority for many supply management and procurement professionals. Find out how you compare to other organizations with your spend, as well as managing travel operations. This summary report highlights key data taken from the 2016 Travel & Entertainment Expense Management Metric Report.
732. Managing Supplier Quality August 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how they manage supplier quality in their supply base. The report details how supplier quality responsibilities are distributed within entire organizations, as well as specific rationales for choosing each distribution. Respondents also self-assessed the level of maturity of their supplier quality efforts, providing insights into whether these organizations consider their supplier quality issue responses as either preventive or reactive in nature.
733. 2016 Financial Services Industry Benchmarking Report August 2016 CAPS Research The 2016 Financial Services Industry Supply Management Performance Benchmarking Report shows that 54 percent of organizations reported that the supply management group is directly responsible for supplier risk management and 67 percent include Tier 2 suppliers in their supplier risk program. These and many other metrics are found in the report that was created using data from a survey created with input from procurement and supply management professionals from financial services companies. Tags: Financial Services, Services
729. Supplier Innovation - CPO Insights July 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how they view potential for innovation in their suppliers. Respondents offered their take on both the importance of this potential for innovation in their suppliers, as well as an assessment of how their current organization evaluates supplier innovation performance.
730. Supplier Diversity Program Performance Benchmarking Report 2016 July 2016 CAPS Research The 2016 update to the highly acclaimed Supplier Diversity Program Performance Report is now available. Key metrics include supplier diversity spend as a percent of managed spend and goals and spend in each socioeconomic category. New this year is a more strategic view of the diversity programs. The top three drivers behind having a supplier diversity program are corporate responsibility, compliance, and regulations. Challenges and barriers facing organizations when measuring the value of supplier diversity and communicating that value are also explored.
731. Supply Management Metrics (Cross-Industry) Report 2016 July 2016 CAPS Research The Supply Management Metrics (Cross-Industry) Report provides information on thirty-one identified Key Performance Indicators (KPIs). New this year are various headcount ratios for the supply management group, as well as an array of metrics to assess the cost savings generated by supply management employees. Seven industries and three sectors are broken out from the general population, allowing for supply management groups to see how they stack up against comparable organizations.
728. Petroleum Industry Metric Benchmarking Report 2016 June 2016 CAPS Research This Metric Report provides an overview of the survey results and includes benchmarks on spend, savings, supply management return on investment, as well as new benchmarks on contract management and warehousing. Tags: Oil & Gas
726. New Measurements of Value June 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how they view and measure value creation beyond traditional savings and productivity. More and more supply management groups are looking for ways to enhance the value they deliver to their internal customers and key stakeholders. Responses reflect the frequency of evaluating potential value creation initiatives, as well as specific metrics monitored for cost savings. Tags: Cost Savings, Performance Metrics
727. Migrating ERP Systems to the Cloud June 2016 Research Team CAPS Research CAPS Research asked CPOs from its member companies about how supply management/procurement groups are migrating their enterprise resource planning (ERP) systems to the cloud. Many large global organizations are grappling with whether they should take the leap and migrate their ERP systems to the cloud or maintain their current systems. Information about cycle time for the migration, as well as individual modules that have been migrated, can be found within this report.
725. Futures Study 2020 June 2016 Thomas J. Kull, Ph.D.;Thomas Y. Choi, Ph.D.;Rama Srinivasan, Ph.D., M.B.A. Arizona State University
This report addresses the major issues and initiatives the supply management profession can expect five years into the future. Building on past CAPS Research "futures" studies, the results of this study should help supply management professionals understand potential factors that will impact their business models and change expectations for the supply function. Ultimately, the study should give valuable information that supply management professionals can use in discussion with the leadership of their company when developing and deploying supply strategies for the coming years.
This Research Report provides the most comprehensive look at the research findings, conclusions, and recommended actions. A related project document is a Brief which lists the most salient points of the research findings.
724. Managing Your Supply Base to Comply with Cyber Security May 2016 Richard A. Boyle CAPS Research Cyber security attacks are a growing concern, in every industry sector. Procurement professionals are increasing and heavily involved in securing their own networks and making sure that suppliers bring no vulnerabilities to them as they interface with the buying organization. Subject-matter experts from aerospace-defense and other industries reviewed at a CAPS Research Critical Issue Exchange best practices and current strategies, as well as government regulations. This report reviews the lessons learned from new methods to make networks more secure to developing "kill chains" that thwart attackers.
722. Futures Study 2020 April 2016 Thomas J. Kull, Ph.D.;Thomas Y. Choi, Ph.D. Arizona State University This presentation offers an overview of the results of the recent futures survey 2020. The focus of supply management professionals seems to be shifting from contending with upstream supply chain disruptions to managing downstream customer demands and integrating with other internal functional areas. Tags: Organizational Design
723. Fault Lines in the Global Economic Landscape April 2016 Arvind Singh University of Arizona What should the astute CPO of a Global 1000 company need to be paying attention to in the 2016 global economy? Professor Singh, a leading economist, answered these with his focus on six key questions. 1) What will be the short-term U.S. monetary policy? 2) Can India and China lift up the “BRIC”s? 3) What is the near-term forecast for the decline in oil prices and the effect on global trade? 4) Will the US dollar’s strength continue in global currency markets? 5) Is world trade turning the corner and ramping up? 6) Is Britain going to exit (“BRexit”) the European Union?
721. Travel and Entertainment (T&E) Expense Management Benchmarking Metric Report 2016 April 2016 CAPS Research The Travel and Entertainment spend category is one of the largest controllable expenses for most global organizations. Improving corporate T&E policy, sourcing and operations is, therefore, a top priority for many supply management and procurement professionals. This report includes benchmarks and metrics on topics that are important for managing an effective T&E program.
720. Safety in the Supply Chain: Part 2 March 2016 Richard A. Boyle CAPS Research
Many organizations – especially those in utilities, construction/engineering, industrial manufacturing, and petroleum – have made safety a top priority within their company. The topic is of such importance to them that they reconvened in a second Critical Issue Exchange to discuss how they have improved the standards of safety both within their internal programs and within their suppliers’ programs. This report captures the key points and lessons learned from the second, day-long discussion of this vital topic by procurement/supply management professionals and safety experts at a CAPS Research Critics Issues Exchange.
Note: The first "Safety in the Supply Chain" report was authored by Roberta Jennings and was published in November 2014.
719. Supply Chain Costing Strategies - Establishing and Achieving Cost Goals March 2016 Research Team CAPS Research
Background:
CAPS Research asked CPOs from its member companies about how they establish goals for purchasing-related cost savings or reductions, and what approaches are most successful. With the emergence of business analytics and more data availability in the last five years, companies may be taking advantage of these tools and developing new approaches to setting cost savings goals or targets, for both materials (e.g., raw materials, parts, modules, etc.) and services (e.g., backroom, maintenance, legal, etc.). The responses are in this report.
Tags: Cost Savings, Performance Metrics
718. Managing Supplier Contract Audits Benchmarking Metric Report 2016 February 2016 CAPS Research This report provides an overview of the many ways that organizations manage their supplier contract auditing activities. The results of supplier contract audits can be used to determine whether suppliers are abiding by the terms and conditions of their contracts, as well as to determine if controls and processes are being followed internally by key stakeholders.
717. Investment Recovery Performance Metric Report 2015 February 2016 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation. One key metric shows that for every dollar of investment recovery operating expense, $49 is returned to the bottom line. Other benchmarks relate information about investment recovery services and processes, the effectiveness of program-related tools and technologies, and investment recovery staffing. Forty-two companies provided data for this report
716. Supply Chain Financing: Funding the Supply Chain and the Organization February 2016 Dale S. Rogers, Ph.D.;Rudolf Leuschner, Ph.D.;Thomas Y. Choi, Ph.D. Arizona State University;Rutgers University
This report recognizes an opportunity for supply professionals to expand their role into financial issues, as they can significantly alter how relationships with suppliers are managed. The study highlights areas of collaboration, especially involving the corporate finance function and treasury, in addition to suppliers and even customers. Some of the tools presented in this report can bring significant value to the organization because they provide access to liquidity, which is often difficult to access otherwise.
This Focus Study provides the most comprehensive look at the research findings, conclusions, and recommended actions. The other documents in the series include an Executive Report, a condensed version of the larger report and an Executive Brief, which lists the most salient points of the research findings.
Tags: Financial
715. DOE NNSA Contractors Benchmarking Metric Report 2015 January 2016 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Benchmarking Metric Report for 2015 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 20 different DOE and NNSA laboratories (or sites). Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
714. Feasibility Study of Nexus Supplier Index: Identifying and Categorizing Nexus Suppliers through Business Analytics January 2016 Benjamin B. M. Shao, Ph.D.;Zhan (Michael) Shi, Ph.D.;Thomas Y. Choi, Ph.D. Arizona State University
Nexus suppliers are a new kind of critical supplier. Their criticality comes from their structural positions in the multi-tiered supply network of a focal buying firm. Nexus suppliers may have a profound impact on a buyer’s performance, due to their network characteristics rather than their internal capabilities or knowledge.
The objective of this feasibility study is to develop and assess a data-driven business analytics model for Nexus Supplier Index (NSI) through which we can identify and categorize nexus suppliers in a focal buying firm’s supply network.
This Focus Study provides the most comprehensive look at the research findings, conclusions, and recommended actions. The other documents in the series include an Executive Report, a condensed version of the larger report and an Executive Brief, which lists the most salient points of the research findings.
713. Sourcing Cloud-Based Services: Underlying Issues and Strategies December 2015 Sriram Narayanan, Ph.D.;Thomas Y.Choi, Ph.D.;Yu Huang Michigan State University;Arizona State University This CAPS Research project was commissioned with the intention to better gain insights into strategies and risks of cloud sourcing for procurement managers and identifies cloud sourcing enablers; risks of cloud sourcing; risk mitigation and contract negotiation and governance issues in cloud sourcing. This Focus Study provides the most comprehensive look at the research findings, conclusions, and recommended actions.
712. 2015 International Traffic in Arms Regulations (ITAR) December 2015 CAPS Research With input from companies that export and/or import defense-related articles and services found on the United States Munitions List (USML), this report explores how supply management/procurement groups ensure compliance with the International Traffic in Arms Regulations (ITAR)
710. Customs Broker Benchmarking Metric Report 2015 November 2015 CAPS Research This report details the different methods being used by organizations to clear customs during the import/export process. The findings are mostly qualitative, with respondents providing specific information regarding the advantages and/or disadvantages of their current method(s).
711. Sourcing in Emerging Markets Benchmarking Metric Report 2015 November 2015 CAPS Research This report provides insight into how companies are sourcing in emerging markets with a focus on mitigating risk and managing suppliers. The findings of the report demonstrate key differences between sourcing activities in developed and emerging markets, with details on topics ranging from unique documentation processes to the frequency of supplier development activities in emerging markets.
709. First-Time Buy Cost Savings Calculations October 2015 Deborah Stanton CAPS Research A CAPS Research Member Company requested input regarding how supply management/procurement groups calculate cost savings in first-time buy negotiated savings scenarios, for products or services.
Tags: Cost Savings, Performance Metrics
706. Supplier Segmentation October 2015 Jeff Wood Allegion
The supplier segmentation models must be driven by the customer needs and
revenue side logic. Segmentation allows matching of supplier capability to
the customer needs. In a traditional model, forecast pushes all production
activities. The supplier segmentation follows a pull system where forecast
is only for capacity planning, and sales at customer drives the production
activities.
707. Category Strategy Management October 2015 Marc Garrett The Boeing Company
Category strategy management is presented from the perspective of Shared
Services Group within Boeing Supplier Management Organization. Their model
considers: supply chain architecture, category strategic plan, category
management, and category profile. Category strategy management contributes
to improving supplier relationships, driving innovation, and ensuring
category strategy sustainability.
708. Supplier Relations at Honda October 2015 Tom Lake Honda North America Honda, like many other companies, is involved in producing a wide variety of products. Therefore, it is not possible do a job without suppliers. If a small part breaks down on the road, from the consumer’s perspective, a Honda broke down. Therefore, maintaining good supplier relations is critical to Honda’s success. Honda establishes a fair and clear business relationship with the suppliers, equal partnership regardless of the size of the supplier, and respect for suppliers’ dignity. Factors that contribute to “voice of the supplier” are enumerated. How to remove barriers and promote communication are discussed.
705. Capital Expenditures Sourcing October 2015 Roberta J. Jennings CAPS Research Capital purchases are necessary in every type of organization. However, they create a unique environment for sourcing professionals — with both challenges and opportunities. On one hand, purchases may not be tied directly to productivity or revenue generation, so securing funds and forecasting needs takes a different spin. In a project environment or one-off buy, sourcing professionals must be creative about negotiating prices and ensuring supplier performance, without the leverage that repeat buys afford. However, goals around diversity spending is one area that can nicely compliment capital purchases. A recent CAPS Research Critical Issue Exchange event explored this topic.
704. Procure-to-Pay Metrics Benchmarking Metric Report 2015 September 2015 CAPS Research The purpose of this study was to help procurement/supply management professionals gain new insight into the metrics most commonly used by other organizations to measure their procure-to-pay (also known as P2P) process. The findings in this report can be used to support any existing or planned review and revision efforts of current procure-to-pay metrics, or act as a template for organizations using such metrics for the first time.
703. Best Practices for Driving Sustainability into your Supply Chain September 2015 Roberta J. Jennings CAPS Research Leading organizations are continuing to incorporate environmental and sustainability best practices into their operations. Based on a CAPS Research Critical Issues forum held on supplier sustainability, some strategies that firms use to segment suppliers are presented.
702. Air Freight Fuel Surcharges August 2015 Deborah Stanton CAPS Research A member company had questions regarding Air Freight Fuel Surcharges and how companies approach this issue when procuring air freight transportation services.
Tags: Category Strategy, Logistics
701. Managing Supplier Innovation August 2015 Roberta J. Jennings CAPS Research As companies strive for competitive advantage, many are looking to the supply base as a source for innovative processes and products. Whether the motivation is purely financial or there is a desire to be at the cutting edge in the industry, firms are seeking the best methods for tapping into the knowledge and ideas that supply partners might have. According to a recent survey by CAPS Research, 82.6 percent of responding companies indicated that they either have, or shortly plan to have, a supplier innovation program in place that includes specific policies and practices. The challenge, however, is how to best cultivate the best ideas at the right time — and ultimately reward the supply partner for its contribution. If an innovative idea can come to fruition and meet a current need — ideally on an exclusive basis — it can be a game-changer. Many motivations for innovation link back to financial gain, whether it be profit, market share, process efficiencies, or time-to-market.
700. Aerospace and Defense Industry Benchmarking Metric Report 2015 July 2015 CAPS Research The 2015 Aerospace and Defense Industry Benchmarking Metric Report includes metrics of importance to the aerospace and defense industry on topics including supply management organizational structure, spend and spend analytics, supply management operating expense, supplier relationships, and supply management return on investment. Tags: Aerospace & Defense
699. Managing Supplier Risk July 2015 CAPS Research Highlights of this report show that 65% of companies with a Supplier Risk Management Program (SRMP) rated their programs maturity as Most Advanced or Moderately Advanced. When rating the level of importance (High, Medium, or Low) to their organizations, participants rated Availability of Supply as the highest importance, followed by Quality and Financial. Participants also reported that of the suppliers in their SRMP, an average of 10% were in the highest risk segment or tier.
698. Persistence and Change in Trends: The Post Reform Environment For Supply Chain Management July 2015 Eugene S. Schneller, Ph.D. Arizona State University A new term is entering our vocabulary – "post reform" – referring to the five year period since the enactment of the Affordable Care Act. It has been a period of uncertainty, change, challenge and opportunity. It is characterized by a combination of stressors and opportunities that impact supply chain, for providers, suppliers and intermediaries and ultimately patients – in significant ways. Since 2008 the Health Sector Supply Chain Research Consortium has published its list of "top trends." This year we took a somewhat different approach to identifying trends and important issues in the health sector supply chain by requesting that our panel of Consortium members identify the three most persistent trends/issues and assesses the evolution of these trends in the changing marketplace.
697. Cross-Industry Metric Report July 2015 July 2015 CAPS Research The Cross-Industry Report of Standard Benchmarks provides information on twenty-one commonly referenced Key Performance Indicators (KPIs). One of the newer KPIs is Supply Management Return on Investment (ROI). The average ROI across all industries is 676.9%, or a return of $6.76 for every $1 of supply management operating expense. ROI values are provided for eight industries. Other KPIs show the percent of total spend managed/controlled by the supply management organization, managed spend per supply management employee, the average operating expense per supply management employee, etc. In addition to this metric report, CAPS Research corporate members and benchmarking subscribers are provided corresponding industry-specific breakout reports and comparative reports showing their data alongside industry-specific aggregated data.
696. Best Practices in Sourcing Cloud Services June 2015 Roberta J. Jennings CAPS Research Cloud technology services are becoming increasingly popular in todays business environment. The cloud model can bring many monetary and efficiency advantages, but requires an organization to do a total value analysis and deeply assess its own comfort level with the risks introduced in a cloud-based environment. What is the cloud and why are so many firms finding cloud technology services attractive? CAPS Research recently conducted a Critical Issue Exchange on this topic: this report is based on comments from the several supply and technology professionals who shared their experiences with sourcing and implementing cloud services.
695. Labor/Service Agreements for Utilities Industry Companies 2015 June 2015 CAPS Research This report addresses the frequency and types of contract labor agreements, service agreements, etc., that utility companies use for various programs or projects. Four types of commonly referenced labor/service agreements are specifically examined: Time & Material, Unit Price or Lump Sum, Cost-Plus, and Cost Reimbursable. Tags: Contract Management, Utilities
694. Outsourcing Supply Management Activities June 2015 CAPS Research Supply Management Groups are reevaluating all sourcing activities and/or business processes to determine if a new outsourcing model or approach can be identified that will reduce overlooked costs and deliver newly discovered value back to the company. This report identifies companies use of 3rd party outsourciing solutions for direct/indirect, high/low strategic categories, and for business activities that support sourcing. The report also provides a list of other spend activities/areas that are (or may be) outsourced, along with different criteria used for outsourcing determinations.
693. Corporate Procurement/SCM Employees Benchmarking Metric Report 2015 April 2015 CAPS Research This report was developed from a brief, 8-question survey that asked about the numbers of corporate procurement/supply chain management employees (full-time equivalent and contract temporary) assigned to the supply management group. The survey data yielded 11 benchmarks, as well as an overview of 9 different activities (policy, strategic governance, market intelligence, etc.) that are usually aligned within a company’s supply management group.
692. Investment Recovery Job Descriptions and Titles 2015 April 2015 CAPS Research The Investment Recovery Association and its member companies asked CAPS Research to identify commonly accepted job descriptions and position titles assigned to employees whose primary function is to support the companys investment recovery operations. The summary report shows frequently used position titles of individuals assigned primarily to support their company’s investment recovery operations; the numbers of individuals assigned to different categories (level 1 through level 4); the percent of companies who reported their investment recovery positions are aligned with CMIR certification; and the percent of companies who require (or encourage) level 1 & 2 employees to achieve CMIR certification.
687. New, Expanded Buyer-Supplier Relationship Management April 2015 Thomas Y. Choi, Ph.D. CAPS Research Cooperative buyer-supplier relationships have been associated with closely-tied relationships, while adversarial relationships have been equated to arms-length relationships. However, there can be a closely-tied yet adversarial relationship and an arms-length yet cooperative relationship. The data is collected from Toyota Motor Engineering and Manufacturing North America, Inc. and 163 of its suppliers.
688. The Dramatic Fall in Oil Prices and the Impact on Logistics/Supply Chains April 2015 William Villalon APL Logistics, Ltd. Falling oil prices equals better transportation rates? Not so fast. The informed CPO needs to be thinking about other factors as well. Representing APL Logistics, part of the $9-billion NOL Group, a global provider of ocean and intermodal logistics, the speaker noted the current "Rubik’s Cube" of logistics challenges, including, but not limited to: varying pricing mechanisms on transport modes, the rising costs of warehouse labor especially in the coastal regions of the North America and elsewhere, and the shortage of truck drivers in specific corridors in North America. The speaker also reviewed the challenges presented by selective volatility in ocean freight rates, reshoring and near-shoring decisions, infrastructure challenges, as well as currency fluctuation. Tags: Logistics, Sourcing Strategy
689. Supply Chain Segmentation: Linking Business Strategy with Sourcing Strategy April 2015 Gordon Lam The Fung Group The speaker began by giving an overview of the vast and segmented supply chains that Li & Fung—a Hong Kong-based global company more than a century old and now employing 31,000--controls and directs, in its four core businesses of sourcing, logistics, distribution, and retail. He then focused on the seven core principles that drive their supply chain management, which work together to help Li & Fung discover and deliver more value along the supply chain than its competitors. He cited several cases in their recent history that highlighted how they employ the resources of a large company but act like a small one. He also reviewed their strategic planning, their approach to acquisitions, and their talent development that help ensure continuous improvement in their supply chain management business.
690. Strengthening Your Supply Chain Strategy April 2015 Vincent J. Hrenak Raytheon During this presentation, the speaker provided an overview of how he has utilized CAPS Research’s different products and services to establish credibility across all levels of supply management. Key examples include different benchmarking metrics that provide industry-specific comparisons of supply management key performance indicators; the Executive Assessments that identify the relative importance of, and implementation of, different critical strategy areas.
691. Semi-Autonomous Knowledge Base Statement of Work Development April 2015 Joseph A. Yacura Fannie Mae The underlying theme of the presentation was the observation that the need for real-time business information is driving the evolution of "smart systems" based on inference engine technology. Inference engines are developed using artificial intelligence techniques to instantaneously derive conclusions from a knowledge base that contains different facts and information. The presentation suggests that companies will, in the near future, establish a formal method of creating "Institutional Knowledge" that resides within their own smart systems. These smart systems will provide procurement organizations an ability to make real-time decisions based on multiple/variable sources of information. Fannie Mae is using a smart system (based on inference engine technology) to create a semi-autonomous Statement of Work (SOW) generation tool that uses different sources of knowledge from human-based information and systems data.
686. Industrial Manufacturing Industry Metric Benchmarking Report 2014 April 2015 CAPS Research This industry-specific benchmarking report provides a comparative look at how industry supply management dynamics have changed since this report was last published in 2012. In addition to data earlier published (e.g., functional assignments within the supply management group, financial management metrics, key supplier relationship data, and supply management’s engagement in hedging strategies) new metrics include the percent of companies with supply management employees assigned to different global regions, and the increase/decrease in spend in the global regions. Also new this year is the percent of organizations that are responsible for spend associated with inbound and outbound logistics and transportation. Tags: Discrete Manufacturing
685. Petroleum Industry Metric Benchmarking Report 2014 March 2015 CAPS Research This Metric Report provides an overview of the survey results and includes new benchmarks which include cost savings as a percent of supply management operating expense (often referred to as the supply management groups Return on Investment), as well as several new benchmarks that measure strategic and operational supply management employees, both as aggregated and by function. Tags: Oil & Gas
684. Impact of Recent Declines in Oil Prices (March Update) March 2015 CAPS Research The topic of declining oil prices and the uncertainties around any near-term price reversal has created opportunities for businesses to rethink their strategies for acquiring oil and related petroleum-based products (fuels, chemicals, etc.). This report provides insight into the actions organizations are taking (or have taken) to realize savings and other benefits as a result of the decline in fuel costs.
683. Utilities Industry Benchmarking Metric Report 2014 March 2015 CAPS Research The 2014 Utilities Industry Metric Benchmarking Report provides an overview of the industry-specific survey and includes metrics of importance to the utilities industry on topics including supply management organizational structure, spend, supply management operating expense, supplier relationships, and supply management return on investment. Tags: Utilities
682. Demand-Side Energy Management February 2015 CAPS Research Effective demand-side energy management programs include energy efficiency practices that do not necessarily impact business operations during periods of peak energy demand. Efficiency practices may include drawing power from backup generators, reduced lighting, adjusting heating/air conditioning levels, etc. A key finding from the study was the overwhelming success organizations found in both the implementation of their demand-side energy management program, and in meeting the programs goals and objectives.
681. Measuring Capital Projects Sourcing and Management Metric Report January 2015 CAPS Research There are numerous types of capital projects for which companies allocate resources to build, acquire, and maintain assets such as production and process equipment, buildings, and other related infrastructure. This metric report is based on responses from large, global companies in capital intensive industries and addresses capital expenditures issues including sourcing team structure, internal client engagement, metrics and goals, and future trends.
680. Impact of Recent Declines in Oil Prices January 2015 Deborah Stanton CAPS Research In view of the rapid decline in oil prices, and the uncertainty around any near-term price reversal, CAPS Research would like to learn what actions you have taken (or will take) to realize savings and other benefits because of the decline in fuel costs.
679. DOE NNSA Contractors Benchmarking Metric Report 2014 January 2015 Benchmark Team CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Benchmarking Metric Report for 2014 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 22 different DOE and NNSA laboratories (or sites). Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
678. Measuring Capital Projects Sourcing and Management 2014 January 2015 CAPS Research This summary report corresponds to a CAPS Research benchmarking survey which asked participants to provide information about four areas related to capital projects within their organization: Sourcing team structure; Internal client engagement; Capital expense (CapEx) metrics and goals; and significant trends that might impact future capital projects sourcing. The survey participants reported the spend for capital projects within their companies is about 8.1 percent of revenue.
677. Creative Agency Sourcing December 2014 Deborah Stanton CAPS Research Supply Management is just beginning to engage their organization’s marketing group and others to source non-traditional spend categories such as Creative Agencies. 3M Company is interested to learn how your organization is managing creative agencies, agency spend, and the process for identifying new creative agencies.
674. Financial Services Industry 2014 Supply Management Performance Benchmarking November 2014 CAPS Research Gain insight into how financial services companies report their supply management groups ROI, and how they perceive their level of maturity across different activities ranging from supplier capability assessments to supply chain sustainability. This report includes key benchmarks and best practices specific to Managing Supplier Risks and Relationships, Influence and Value of the Supply Organization, and Organizational Design and Policy. Tags: Financial Services, Services
675. Safety in the Supply Chain November 2014 Roberta J. Jennings CAPS Research Many organizations – especially those in construction/engineering, industrial manufacturing, and petroleum – have made safety a top priority within their company. They have experienced the benefits of well-defined, long-standing internal programs and initiatives that create safe working environments. The next step for many firms, however, is to drive safety throughout their supply chains. This report captures the highlights of a day-long CAPS Research Critical Issues event where procurement/supply management professionals discussed this important topic.
673. Sourcing Public Cloud Services November 2014 Phil Carter CAPS Research Enterprises are increasingly interested in using public cloud services due to the advantages these services may offer like avoiding capital investment in infrastructure, getting applications up and running faster, and rapidly adjusting IT resources to meet fluctuating and unpredictable business demands.
668. Multi-Tier Supply Management October 2014 Thomas Y. Choi, Ph.D. CAPS Research Dr. Choi’s remarks began with an overview of the current thinking around multi-tier supply management and some of its drawbacks. He showed how some companies are managing sub-tier suppliers retaining control over BOM or work requirements; considering supplier’s innovation potential; taking into account the environmental and social impact; and staying close to “touch-point” suppliers. He also discussed new ways to look at the multi-tier network structure that can help identify critical sub-tier suppliers using contractual and materials flow sociograms. Tags: Value Chain
669. Global Economic Outlook October 2014 Sara Johnson IHS Using data from IHS Economics practice, Ms. Johnson highlighted key trends and in-depth analysis of the current economic outlook. She demonstrated: a gradual acceleration in the global economy led by the United States; improving household finances, strengthening private investment, and reduced fiscal drag will support the US expansion; after stalling this spring, the Eurozone’s slow recovery will resume as the policy focus shifts from austerity to growth; a downturn in housing markets will restrain China’s growth; growth paths in emerging markets will depend on structural reforms that raise productivity and allocate capital more efficiently; and there is an abundance of geopolitical risks.
670. Corporate Supplier Sustainability October 2014 Jay Joyce;Anne-Cecile Remont Procter & Gamble Company After a brief overview about P&G’s internal environmental sustainability efforts, the presenters turned toward the important topics of advancing environmental sustainability outside the company. Examples and strategies were shared about advancing sustainability through partnerships with specialty groups and other companies, as well as driving sustainability into the supply chain and P&G’s use of scorecards and third party audits to get supplier buy-in.
671. Skills and Experiences for Success in Procurement and Supply Chain October 2014 Simon Revere;Geddings Roche Korn/Ferry International Using the Korn Ferry framework of the four dimensions of leadership and talent (competencies, experiences, traits, and motivators), the speakers demonstrated how best-in-class procurement executives share a specific trait of leadership characteristics. They also addressed how to differentiate performance from potential, and how to identify high-potential talent. Tags: Talent Management
672. Global & NAFTA Supply Chain Trends October 2014 William Villalon APL Logistics, Ltd. Mr. Villalon’s presentation provided data and trends to gain insights about various factors driving a shift in global supply chains; shifting trends in the NAFTA supply chain; several factors that have converged to place significant stress on the logistics network that underpin NAFTA / US supply chains; the implications for companies engaged in global sourcing; and key considerations for procurement and supply chain managers.
667. SnapShots 2014: Effective Collaboration for Supplier Innovation October 2014 CAPS Research The most significant opportunities for driving innovation within the supply management organization include clearly established functional roles, early supplier engagement, developing and maintaining customer/supplier trust, supplier performance, and cost models that compensate suppliers for research and development costs. The report shows that the effectiveness of supplier innovation programs lags the relative importance of these programs. Two-thirds of the participants reported Supply Management is primarily responsible for championing supplier innovation. The appendices provide information on the benefits suppliers have received from innovation programs; a list of tools being utilized to managing supplier innovation projects; and practical information from lessons learned.
666. Financial Services Industry Identification of Critical Activities and Supplier Risk Categories September 2014 CAPS Research Based on a survey developed with input from a CAPS Research Industry Advisory Group, this short report identifies the functions and activities that are considered to be critical to financial services organizations. It also highlights respondents supplier risks (information security, natural disaster, brand reputation, geopolitical, etc.) and whether or not these supplier risks are currently being managed or monitored. Contact the Benchmarking Team at CAPS Research (metrics@capsresearch.org) if you have any questions about this report, or are interested in receiving a comparative benchmarking report. Tags: Financial Services, Services
664. SnapShots 2014: Availability of Internet-Based Terms and Conditions for Current and Potential Suppliers September 2014 CAPS Research For this report, Aerospace & Defense companies were asked about the industry’s use of the internet to post supplier standard Terms and Conditions. The majority of respondents reported they posted terms and conditions on their websites. Respondents also identified perceived benefits and shared their opinions regarding whether or not potential suppliers visit their website(s) in order to preview the standard terms and conditions. For a list of websites that reported their terms and conditions are made publically available, email metrics@capsresearch.org.
665. Chief Purchasing Officers Mobility and Compensation: A 2014 Study of Fortune 500 Firms September 2014 Phillip L. Carter, D.B.A. CAPS Research
This study provides an analysis of the compensation and mobility patterns of Chief Purchasing/Procurement Officers for Fortune 500 sized companies. The research reports on the salary and bonus compensation for CPOs for 2014 and 2013 and the mobility patterns of individuals who achieved the CPO role. Demographic information on the CPOs is also presented in the report. Additionally the report compares the results from this study with the results of similar research published by CAPS Research in 2000 (based on 1999 data), 2002 (based on 2001 data) , and 2007 (based on 2006 data).
This Focus Study provides a detailed analysis of the study findings. Related documents include an Executive Report - a condensed version of the larger report and an Executive Brief that presents only the most salient points from the study.
663. Using Big Data for Supply Management Purposes August 2014 Deborah Stanton CAPS Research CAPS Research would like to find out how many companies are using big data within their supply management organization and how they are using it. "Big data" refers to data sets whose size is beyond the ability of traditional business-intelligence tools to analyze in a timely manner.
Tags: Data Analysis
662. Engaging 2014 - Health Care Supply Chain Top Trends July 2014 Eugene S. Schneller, Ph.D. Arizona State University The US health care delivery system is experiencing an unprecedented rate of change. New financial models, characterized by pay for performance, gainsharing and bundled payments bring forth important opportunity for knowledge of product impact on clinical performance and for product-related savings in the continuum of care. As improved product management and synchronization of products across service lines and settings of care become the standard for excellence in supply chain management, many of HSRC-ASU earlier-year trends are being accelerated in response.
661. Metrics of Supply Management - Cross-Industry Metric Report July 2014 July 2014 CAPS Research This Cross-Industry Report of Standard Benchmarks provides information on twenty-one commonly referenced Key Performance Indicators (KPIs). New this year is a look at each industrys average Supply Management Return on Investment (ROI). For example, the metric report shows the ROI for Financial Services companies of 1,398% or a return of $13.98 for every $1 of supply management operating expense. ROI values are provided for six unique industry sectors. Other KPIs show the percent of total spend managed/controlled by the supply management organization, managed spend per supply management employee, the average operating expense per supply management employee, etc. In addition to this metric report, CAPS Research corporate members and benchmarking participants are provided corresponding industry-specific breakout reports. Member companies and benchmarking subscribers also receive comparative reports showing their data alongside industry-specific aggregated data.
660. Best Practices for Sourcing Pharmaceutical Benefits June 2014 Roberta J. Jennings CAPS Research With escalating healthcare costs, pharmaceutical benefits management (PBM) has appeared on the radar screen of many organizations, and is a category ripe for opportunity, as many executives say they are striving to apply proven sourcing principles long used for materials and services to this unique, non-traditional spend area. With total U.S. pharmacy spending topping $325B in 2012, companies are seeking opportunities to effectively gain control of the pharmaceutical benefits spend area, optimize contract management, and gain data transparency, all while offering competitive employee benefits. This report highlights the key points and lessons from the presentations and discussions of a Critical Issues Partnership event “Best Practices of Sourcing Pharmaceutical Benefits" hosted by CAPS Research, a member company, and the Health Sector Supply Chain Research Consortium at Arizona State University.
659. Managing C-TPAT Programs and Activities June 2014 Phil Carter CAPS Research The Customs-Trade Partnership Against Terrorism (C-TPAT) is a voluntary government-business initiative to build cooperative relationships that strengthen and improve overall international supply chain and U.S. border security. Many U.S. manufacturing companies participate in this program. However, resources are required to become certified, to keep certifications up-to-date and to work with supply chain partners to ensure that the requirements of C-TPAT are met.
658. Measuring Supplier Diversity Program Performance 2014 June 2014 CAPS Research The 2014 update to the highly acclaimed Supplier Diversity Performance Report is now available. Key metrics include the observations that more than 40 percent of the survey respondents reported an increase in their total number of diversity suppliers while 25 percent reported a decrease in their base of diversity suppliers. The remaining 34 percent reported that their total number of diversity suppliers did not change during the reporting period. In previous years the reports only focused on diversity spend as a percent of total spend. This years report also looks at diversity spend as a percent of spend that is managed and/or controlled by the supply management group. Some organizations refer to this as sourceable spend.
657. China’s Global and Economic Position June 2014 Siew Loong Wong APL Logistics, Ltd. Mr. Wong details the position, strengths and vulnerabilities of China as a global economy, and provides an internal view of what economic activity is happening and where in the country. His observations include: (1) China will remain the world’s economy engine and become the No. 1 trading country; (2) China is striving for a more balanced economy; (3) as per estimation, China will move towards an unprecedented urbanization scenario in human history; (4) however, China’s urbanization will still follow today’s pattern, highly concentrated in the east with pockets in the west; and (5) there are tremendous logistics needs brought by China’s urbanization and improved purchasing power that will drive imports. Tags: Logistics, Sourcing Strategy
655. Procurement Practices of Chinese Companies June 2014 Dr. JianQiang Hu;Dr. Qiying Hu Fudan University
Very little research has been published on the purchasing practices of Chinese companies in China. In this report researchers from Fudan University in Shanghai, China provide readers with information on Chinese business practices for supplier selection and qualification, supplier development, and supplier relationship management. Additionally the researchers discuss how Chinese companies organize their purchasing functions and the differences and similarities between Chinese firms and multi-national firms. For this project the researchers conducted extensive interviews at 11 Chinese companies, conducted a Roundtable at which purchasing managers discussed these issues, and also collected data on these issues using a survey distributed to Chinese companies.
This report is also available in Mandarin.
656. Managing Commodity Price Volatility and Risk June 2014 George A. Zsidisin, Ph.D., C.P.M.;Janet L. Hartley, Ph.D.;Lutz Kaufmann, Ph.D.;et al. Virginia Commonwealth University;Bowling Green State University;WHU - Otto Beisheim School of Management All organizations including those in the private sector, non-profit entities, and governmental agencies, are exposed to risk from commodity price volatility. This risk exposure is either from direct raw materials and energy purchases or from purchases of commodities and energy by companies upstream in their supply chains. The purpose of this research was to identify how firms assess and manage commodity price risk associated with their direct purchases and purchases in their upstream supply chains. This Focus Study provides research findings, lessons learned and other insights. Related documents include an Executive Report - a condensed version of the larger report and an Executive Brief that presents only the most salient points from the research.
654. SnapShots 2014: Corporate/Commercial Payment Card Information May 2014 CAPS Research This SnapShots report summarizes information provided by more than 120 companies about their use of one or more of the following corporate/commercial payment cards: Purchasing/procurement cards, Travel & entertainment cards, and Commercial multi-cards.
653. Digitally Integrating the Supply Base May 2014 Roberta J. Jennings;Phillip L. Carter, D.B.A. CAPS Research Based on a Critical Issues event co-hosted by CAPS Research and a member company, this report is a summary of the discussion and presentations by sourcing professionals who spent the day exploring best practices and decision making concerning digital integration of suppliers. Topics captured from the day and summarized in this report include: Making the Business Case; Technology Tools; Survey results on the subject; Lessons Learned; Demonstrated Benefits; Known Challenges and Prerequisites to Success Implementation of Digital Integration. Brief overviews of each presentation are included.
652. Best Practices for Managing Outsourced Manufacturing April 2014 Roberta Jennings CAPS Research Based on a Critical Issues event co-hosted by CAPS Research and Intel Corporation, this report is a summary of the discussion and presentations by sourcing professionals who spent the day exploring best practices and decision making concerning outsourcing manufacturing and services. Topics captured from the day and summarized in this report include: Considering the Outsourcing Decision; Procurements Role in Outsourcing; The Outsourcing Relationship; Multiple Outsourcing Models; Information Sharing and Visibility; and Measurements/Metrics. Brief overviews of each presentation are included.
651. Emerging Global Supply Strategies April 2014 Robert M. Monczka, Ph.D.;Phillip L. Carter, D.B.A.;William J. Markham;et al. CAPS Research What are the emerging global business and supply strategy trends? To answer this question, a major CAPS Research Initiative, Value Chain Strategies for a Changing Decade: Emerging Global Supply Strategies studied the strategies companies were implementing to respond to changing global conditions. The research provides findings and insights about emerging outsourcing/insourcing strategies and possible changes to supplier locations and reasons why. The Focus Study provides the most comprehensive look at the research findings, conclusions, and provides executive guidance.
Tags: Geo-Political, Sourcing Strategy
649. Shaping the Strategic Business Model: A Case Study in Healthcare April 2014 Jacklyn A. Sturm Intel Corporation Jackie began her presentation by explaining how supply chain fits into the overall business model at Intel, and the goals and drivers for the procurement organization. She also shared the journey Intel has recently undergone in piloting a new health care initiative in one of their geographic locations. She detailed the all-too-familiar soaring healthcare costs, and the opportunity these increased costs provide supply management to deliver even more value to the organization. By taking a closer look at the problem of health care costs in the U.S., understanding the market, and using enhanced data visibility and analysis, Intel was able to redesign and optimize the health care value chain in an innovative way that is based in a new structure of compensation.
650. The Global Economic Recovery Is on Track, But There Is No Shortage of Risks April 2014 Nariman Behravesh IHS Dr. Behravesh provided a truly global snapshot of the economic drivers impacting world economies of the most important countries. He also addressed key trends and an outlook for the North American economy. Some of his key conclusions include: Overall global growth in 2014 will be better than 2013; the US energy boom is one of the bright spots, and there are other upside risks; Europe and Japan will do better, but not as well as the US; the recent sharp deceleration in the BRIC countries and other emerging markets is worrisome, and a return to the boom years of the 2000s is unlikely – but another crisis is also unlikely; low energy prices are a competitive "stimulus" for North America; other commodity prices are not a serious threat; inflation and interest rates will remain low for at least another year; and despite recent increases relative to emerging market currencies, the US dollar continues to provide a competitive advantage.
648. SnapShots 2014: Supplier Performance Measurement Programs March 2014 CAPS Research The Supplier Performance Measurement Programs benchmarking report looks at the tools, processes, and measures used by companies to determine if their suppliers are aligned with their business goals and objectives. Supplier performance measurements can help to drive product and service improvements, cut costs, and moderate risk. Not unexpectedly, the majority of survey participants (70 percent) reported they have a formal supplier performance measurement program in place. About 85 percent of the companies that reported they do not yet have a supplier performance measurement program in place expect to have one within the next two years. Survey participants were asked to rate 13 different performance measures on a scale from 1 (not important) to 7 (very important). Four of the 13 performance measures - Quality, Delivery, Customer Satisfaction, and Service - averaged a score of 6 or higher.
647. Supply Strategy Implementation: Current State and Future Opportunities 2013 March 2014 Robert M. Monczka, Ph.D.;Kenneth J. Petersen, Ph.D. CAPS Research;University of Tennessee To achieve significant and successful transformation of supply management, companies need to assess how well they have implemented critical supply strategies. To assist in this effort, CAPS Research designed the Executive Assessment of Supply (EAS). This self-administered assessment lets companies determine the importance of various strategic strategies for their organization, the level of implementation and the results achieved. This report summarizes the results from these assessments based on responses from 74 supply organizations across 19 industries regarding 22 supply strategies and performance results. These results can help companies compare their strategic results with those achieved by other companies. Also companies can compare their recent results with the results of similar assessments completed in 2007, 2009, and 2011 to yield an even more comprehensive picture of implementation success and supply management performance.
646. Exchange Traded Commodities Risk Management Benchmarking Summary Report 2014 March 2014 CAPS Research Based on the results of the CAPS Research SnapShots Benchmarking survey titled Exchange Traded Commodities Risk Management, it appears that supply management organizations are not yet fully engaged in exchange-traded commodities risk. Less than one-third of the respondents answered yes to the question, "Does your organization have an investment strategy that includes Exchange Traded Commodities?", and only about 25 percent of those who do not yet have an ETC investment risk strategy reported they expect to have one within the next two years. The companies who do currently have an investment strategy reported they also have a risk management program for their exchange-traded commodities that is centrally managed by their Procurement, Finance, or Treasury groups.
645. Strategic Supplier Development Programs and Activities Benchmarking Metric Report 2014 February 2014 CAPS Research This report explores how some companies are addressing the challenges of digital integration and highlights the scope and objectives of various digital integration initiatives; the strategies and tactics being used to protect sensitive information; digital integration methods, tools, and technologies; program incentives; and digital integration challenges.
644. SnapShots 2014 - Digitally Integrating the Supply Base February 2014 CAPS Research This report explores how some companies are addressing the challenges of digital integration and highlights the scope and objectives of various digital integration initiatives; the strategies and tactics being used to protect sensitive information; digital integration methods, tools, and technologies; program incentives; and digital integration challenges.
642. DOE NNSA Contractors Benchmarking Metric Report 2013 February 2014 CAPS Research The DOE/NNSA (Department of Energy/National Nuclear Safety Administration) Contractors Benchmarking Metric Report 2013 contains key procurement performance measures including organizational structure, professional development, financial information, and supplier measures. Data was provided by 22 different DOE and NNSA laboratories (or sites). Key measures include training hours and costs, spend per procurement employee, operating costs per procurement employee, and supplier diversity goals and attainment. Other measures include procurement card usage and customer satisfaction surveys. Tags: DOE/NNSA Contractors
643. Environmental Sustainability across the Extended Value Chain February 2014 Janet L. Hartley, Ph.D.;Phillip L. Carter, D.B.A.;Craig Carter, Ph.D.;et al. CAPS Research This report explores how some companies are addressing the challenges of digital integration and highlights the scope and objectives of various digital integration initiatives; the strategies and tactics being used to protect sensitive information; digital integration methods, tools, and technologies; program incentives; and digital integration challenges.
641. Digitally Integrating the Supply Base 2014 January 2014 Phil Carter CAPS Research In the manufacturing sector, Digital Integration is defined as "a fully integrated and collaborative environment founded on 3D product definition detailed and shared across the enterprise and suppliers to enable rapid, seamless, and affordable deployment of products from concept to disposal." Digital integration of the supply chain can have several commercial and technical benefits including reduction of new product development lead times, cost reduction and risk mitigation.
640. Investment Recovery Performance Metric Report 2013 December 2013 CAPS Research This report was developed in partnership with the Investment Recovery Association. In addition to the organizational information and operational benchmarks provided, there are a number of financial metrics related to the overall cost benefits of investment recovery programs as well as best practice implementation. One key metric shows that for every dollar of investment recovery operating expense, $27 is returned to the bottom line. Other benchmarks relate information about investment recovery services and processes, the effectiveness of program-related tools and technologies, and investment recovery staffing. Fifty-nine companies provided data for this report. Tags: Financial, Materials Management
639. SnapShots 2013 - Non-Stock Material Management December 2013 CAPS Research As companies become more efficient at maintaining inventories necessary for predictable operations some are focusing their attention on unique items that are not carried as part of their organizations normal inventory table. This short report provides information on the accounting and disposal methods the survey participants are using for non-stock materials and provides insight on the typical end-user for such material.
637. MRO Inventory Measures 2013 October 2013 CAPS Research This benchmarking report provides information on metrics specific to MRO (Maintenance, Repair, and Operations) products, and the dollar value of inventory being held to support the companies Capital Projects. The survey was released to companies within the Petroleum industry sector and the Metals and Mining industry sector. The benchmarks focus on the dollar value of MRO inventories at the start and end of the reporting period, and the dollar value of MRO inventory consumed. The survey participants were also asked if they have an inventory category specifically for Capital Project-related equipment and products. This data was used to calculate the value of the inventory being held as a percent of the organizations total CapEx spend. The survey corresponding to this report was developed in collaboration with a CAPS Research corporate |