SAP Ariba expands 'Spot Buy' capabilties
SAP Ariba is expanding the vetting capabilities in SAP Ariba Spot Buy to include additional risk assessments for suppliers delivered by Global Risk Management Solutions (GRMS).
The company said that the move makes it not only the largest marketplace for industrial goods, but among “the most trusted, ethical and compliant”.
“Marketplaces create tremendous value in providing easy access to a range of SKUs and a consumer-like experience for making purchases,” says Kurt Albertson, Principal Advisor at The Hackett Group
“But business buying is different from consumer purchasing in that it not only has to be simple, but compliant.”
Robert Ward, Procurement Process and Performance Manager, at NSG Group, one of the world’s largest manufacturers of glass and glazing products, commented: “When it comes to some indirect spend, the role of procurement is changing from negotiating deals to creating a dynamic market place within a compliant environment where users can get what they need. And with SAP Ariba Spot Buy, we can do this.”
In a release, SAP Ariba said: “Pairing SAP Ariba’s business network and cloud-based procurement applications, SAP Ariba Spot Buy combines the convenience of a consumer-like shopping experience with business controls, enabling even the most casual users to quickly find and immediately buy thousands of contracted and non-contracted items in accordance with their company’s procurement policies and procedures.
“And through a three-tier vetting process that is the most stringent in the industry, they can ensure they are purchasing from trusted, ethical suppliers who comply with state, federal, and local regulations and share their corporate and personal values.”
GRMS enhances the vetting capabilities within SAP Ariba Spot Buy by evaluating and continuously monitoring suppliers against more than 1,500 global governmental watch lists and enforcement and sanctions sources. GRMS also offers the following risk assessment modules:
Health and Safety
“Monitoring key supplier performance metrics is tough enough but identifying and monitoring supplier managing risk on an enterprise -wide basis is an entirely different matter and a difficult challenge that frankly, most companies have a hard time even scoping,” said Joe Fabiani, Chief Operating Officer, GRMS.
“The combination of highly configurable software, data and transparent, expert human interventions powers a practical, effective and market-leading approach.”
Pandora and IBM digitise jewellery supply chain
Pandora has overhauled its global supply chain in partnership with IBM amid an ecommerce sales boom for its hand-finished jewellery.
The company found international success offering customisable charm bracelets and other personalised jewellery though its chain of bricks and mortar retail destinations. But in 2020, as the COVID-19 outbreak forced physical stores to close, Pandora strengthened its omnichannel operations and doubled online sales.
A focus on customer experience included deploying IBM’s Sterling Order Management, increasing supply chain resiliency and safeguarding against disruption across the global value chain.
Pandora leverages IBM Sterling Order Management as the backbone it its omnichannel fulfilment, with Salesforce Commerce Cloud powering its ecommerce. Greater automation across its channels has boosted the jeweller’s sustainability credentials, IBM said, streamlining processes for more efficient delivery. It has also given in-store staff and virtual customer service representatives superior end-to-end visibility to better meet consumer needs.
Jim Cruickshank, VP of Digital Development & Retail Technology, Pandora, said the digital transformation journey has brought “digital and store technology closer together and closer to the customer”, highlighting how important the customer journey remains, even during unprecedented disruption.
"Our mission is about creating a personal experience and we've instituted massive platform changes with IBM Sterling and Salesforce to enable new digital-first capabilities that are much more individualised, localised and connected across channels and markets,” he added.
Pandora’s pivot to digital
The pandemic forced the doors closed at most of Pandora’s 2,700 retail locations. To remain competitive, it pivoted to online retail. Virtual queuing for stores and virtual product trials via augmented reality (AR) technology went someway to emulating the in-store experience and retail theatre that is the brand’s hallmark. Meanwhile digital investments in supply chain efficiency was central to delivering on consumer demand.
“Consumer behaviour has significantly shifted and will continue to evolve with businesses needing to quickly adapt to new preferences and needs,” said Kareem Yusuf, General Manager, AI Applications and Blockchain, IBM. “To address this shift, leading retailers like Pandora rely on innovation to increase their business agility by enabling and scaling sustainable supply chain operations using AI and cloud.”
Yusuf said Pandora’s success was indicative of how to remain competitive by “finding new ways to create differentiated customer experiences that protect their enterprises from disruptions to help mitigate risk and accelerate growth”.