Request for Proposal (RFP)
The Bold, New Era for Procurement with Alan Day
In this episode of the Sourcing Industry Landscape, Dawn Tiura interviews Alan Day.
Re-engineering a Corporate Real Estate Service Organization: Strategic Sourcing
- Supplier Pre-Qualification
- Bid Strategy
- Request for Proposal/Solution/Partner Development
Software Negotiations: How to Plan Ahead and Create Competition
The Challenges and Rewards of Mobile Contract Negotiation
Mobile phones have a long history from concept in the mid-20th Century – think comic strip detective Dick Tracy and the 2-way wrist radio in the 1950s through the fictional spy Maxwell Smart’s “shoe phone” in the 1960s, to the
Another Brick in the Wall, Part 2 – The Happiest Days of our Lives
For procurement, sourcing construction projects can represent a significant challenge. Given that there are a variety of delivery methods that can be deployed, variability in benchmark cost data, and that owners are more likely to purchase a concept than a commodity, buyers have to navigate a complicated ecosystem in order to bring tangible value.
Four Phrases to Eliminate Today to Move Procurement Forward
Another Brick in the Wall, Part 1: The Show Must Go On
Alignment to business needs during the Request for Proposal (RFP) phase of any sourcing event is critical, but perhaps more so when it comes to capital building projects given some of the changes procurement professionals face within their stakeholder community. In most companies, the plant facility's engineering teams are composed of lifelong veterans within the industry who have executed numerous projects – some successful and others, well, not so much. This inconsistency of results tends to make these individuals rather risk adverse and fixed in a traditional way of thinking.
Bridging the Strategy-to-Execution Gap
Outsourcing decisions often come down to a relatively simple cost-driven Return on Investment (ROI) calculation: how much will the cost change in each scenario and how quickly can that investment be recovered?
On the surface, this purely economic approach seems appropriate enough. After all, economics are certainly important. But over-reliance on purely financial-driven outsourcing decisions is one of the biggest causes of the “strategy-to-execution gap,” namely the distance between a company’s business strategies and its ability to execute on them.