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This four-part series focuses on why companies shouldn’t rely on a Gartner Magic Quadrant (MQ) alone when looking to acquire procurement technology. In Part One (How does Gartner pick their vendors for a Magic Quadrant?), we looked at why some vendors may not be on the MQ and part two (Gartner doesn’t do pay-to-play – at least directly) discussed how some vendors can better position themselves in the MQ if they are Gartner clients. In part three, we’re looking at some of the top performers on the recent Strategic Sourcing MQ.

Part III: Top performing vendors on the quadrant are not necessarily the best

The MQ can show you companies that Gartner thinks do well overall, but if you do a deeper dive, there can be some problematic qualities that lie below the surface.

SAP Ariba is one of the largest names in Strategic Sourcing (as well as Procure-to-Pay) technology and has been around for over 20 years. It scores very highly in the Strategic Sourcing MQ, not just in the upper-right ‘Leader’ quadrant, but also ranks the highest in ‘completeness of vision’. It sounds like a good product looking at the chart, but for many companies it can be a nightmare based on what we have often heard from their customers: It is unintuitive for end-users, connecting to other SAP products is extremely difficult, and Ariba won’t adapt to a company’s existing workflows; instead, the company has to change their workflows to fit how Ariba wants them to work. To boot, there is at least one provider out there who has a specific implementation program for Ariba conversions as many customers are not happy with the product.

Of course, we don’t want to accentuate a vocal minority, but it is hard to ignore the consensus of actual end user reviews on Gartner’s own ‘Peer Insights’ page, where they score SAP Ariba the lowest of the two dozen Strategic Sourcing products on there (as of October 2018). Some highlights:
“The UI is very hard to navigate and the terminology for different areas or concepts is not particularly intuitive… The integration into SAP ECC is custom (as there is no out of the box option)” 
“[I]t took three months before we were taken seriously and engineering resources were allocated to help solve the integration problems to SAP ERP... After 27 years as a SAP consultant, this was the worst experience of my SAP career” 
“Very complex UI and flows; difficult to train and upskill staff. Upgrades are very tedious. Adding new vendors and catalogue updates are cumbersome.”

Mid-sized businesses don’t have the time or resources to conduct the elevated amount of training required for a successful SAP Ariba implementation, and many only find that out after the fact. It’s hinted at in the MQ description of the product, but it is nowhere near the major warning sign that customers should be receiving. Other procurement solutions could have downsides that the MQ only hints at, but could prove to be deal breakers for certain companies.

There are also Procurement vendors out there who make great products but haven’t made a MQ because of the revenue and geography qualifications discussed in Part One. Proof of that can be seen in Gartner’s Peer Insights page, which as mentioned previously, provides reviews of software by actual enterprise users: Of the 5 highest-rated Strategic Sourcing suites, 3 are not on the Gartner Magic Quadrant.

Source One understands that mapping procurement technology vendors on a single chart is not the best way to evaluate them. Our Procurement Technology Advisory practice helps your company find the right procurement vendor for your needs.

October 29th, Source One's MRO category experts will bring their experience and expertise to Dallas, Texas for ProcureCon MRO. The only conference dedicated to Procurement and Strategic Sourcing in the MRO space, the event promises to provide valuable insights for tackling the category.

In addition to attending, Source One's cost reduction specialists will serve as sponsors for the two-day networking and thought leadership event.

"MRO is not just a critical spend category, but a challenging one as well," says Source One's MRO Category Lead Michael Croasdale. He continues, "Even best-in-class organizations can struggle to develop and maintain an effective approach. That's what makes events like ProcureCon MRO so valuable. The conference's peer-led program allows competitors to share their common pain points and work toward driving the future of MRO Procurement."

This year's presenters include dozens of MRO thought leaders from Fortune 500 companies. They'll offer their insights on such topics as effective stakeholder engagement, optimal distribution models, and the incoming slate of disruptive technologies. The packed agenda promises to provide attendees with new ideas for refining their approach to MRO spend and preparing for whatever Procurement's next-generation brings.

The event follows the publication of Source One's new whitepaper series on MRO sourcing. Titled, Demystifying MRO Spend Management, the four-part series outlines the issues with traditional approaches and offers best practices for addressing the category more effectively.  Download it today for insights from the leaders in MRO Procurement.

The next few weeks will also see Source One's experts travel to Chicago for the Association of Finance Professional's Annual Conference. Featuring sessions hosted by business leaders, the event will touch on topics including risk management, talent development, and the promise of blockchain-powered solutions.

More than 1.5 billion tons of food go to waste every year. The figure represents an urgent global crisis that's only expected to escalate. In their recent exploration of the issue, the Boston Consulting Group estimates that food loss and waste will reach 2.1 billion tons ($1.5 trillion worth of food) by 2030.

It's easy for consumers and corporations alike to feel discouraged. The situation appears especially dire when juxtaposed against the world hunger epidemic. As trillions in food go to waste, more than 850 million people suffer through undernourishment.

"The challenge," BCG says, "is enormous." They also acknowledge, however, that there is a "clear path forward" for the right organizations. While the world's food waste problem is most definitely an aberration, they believe it also represents a $700 billion opportunity.

To support this argument, BCG identifies five key contributing factors: lack of awareness, inadequate supply chain infrastructures, supply chain efficiency efforts that ignore food loss, poor communication, and insufficient regulations. In addition to driving the food waste issue, these five areas also present the 'clearest path forward' for companies looking to make things right.


Problem: Poor visibility hampers awareness and presents challenges at every stage of the food and beverage value chain. Consumers, for example, are often misinformed when it comes to sustainable practices. This fact is especially clear in the debate between fresh and frozen foods. Erroneously believing that fresh food is always healthier, consumers demand out of season products. "Those purchases," however well meaning, "come with high transport costs and large amounts of waste."

Grocery chains, for their part, perpetuate irresponsible consumption through in-store promotions. Drawing customers with can't-miss prices, they inspire unsustainable shopping. When those customers can't finish the goods they've purchased, they make an outsize contribution to global food waste.

Solution: BCG writes that boosting awareness represents the biggest opportunity in the fight against food waste. With the right strategic initiatives, organizations can help eliminate as much as $260 billion in lost or wasted food every year.

Corporations are advised to start by raising awareness as the farm level. By working with farmers to improve harvesting techniques and drive sustainability, organizations can "protect their crops against pests, diseases, and weeds, and reduce loss during and after harvest." BCG points to CropLife International as a shining example. The organization currently provides training to 3 million farmers and agricultural professionals in over 60 countries.

Once they've established a responsible foundation at the farm level, organizations can turn their attention to consumers. By redesigning packages and introducing free trade campaigns, providers can work to build a more socially-conscious class of consumers. Something as simple as adding new information to labels can go a long way in breaking bad habits.

Supply Chain Infrastructure

Problem: Climate-controlled supply chains significantly extend the life of perishables and cut down on lost and wasted food. Unfortunately, many emerging markets still lack a dependable cold chain infrastructure. The resulting storage and transportation issues lead to large-scale issues across the value chain.

Solution: Investing in cold chain infrastructure could correct wasteful practices to the tune of $150 billion dollars every year. Maersk, the study reports, has already made considerable strides in this area. By arming its refrigerated containers with "remote container management," the shipping giant gains total visibility into their "location, temperature, humidity, and power status." The solution allows Maersk and its customers to proactively make adjustments to avoid waste product. "Pay as you store" solar-powered refrigeration units have also proven transformative in developing regions across the globe. Kenya, in particular, has seen these units eliminate waste and help farmers sell their crop at more agreeable prices.

BCG also encourages organizations to better re-purpose and recycle unsold goods, spoiled food, and byproducts. Whether this means investing in new tools or identifying third-party allies, there are already numerous examples to follow. Tesco, for one, "repurposes baked goods into animal feed, converts oil waste into biodiesels, and is piloting the use of the FoodCloud app."

Supply Chain Efficiency 

Problem: New digital supply chain solutions make it easier to align supply with demand, expedite transactions, and track food waste to its source, "but companies have been slow to adopt these tools."
To make matters worse, organizations rarely develop KPIs for addressing and eliminating food waste. According to BCG, efforts to improve food supply chains tend to focus on levers like "equipment availability and speed on the manufacturing line." BCG goes on to imply that organizations consider food waste both too challenging and too costly to address.

Solution: Digital solutions not only represent a $120 billion answer to food waste, but could boost efficiency and reduce costs altogether. For a start, companies would do well to mimic the 'locavore' craze and begin sourcing more of their ingredients from nearby suppliers. Reducing transit times will invariably cut down on spoilage and provide for a more efficient value chain. Though this may require a hefty investment in training and technology for local farmers, the potential value-adds are almost limitless.

It's imperative that companies begin developing KPIs tied to food loss, track their performance against them, and work to refine their operations. Organizations like General Mills and Wal-Mart have already set ambitious goals tied to recycling and waste diversion. There is no reason to suspect your organization cannot follow suit.


Problem: Predictably, poor communication between links in the food value chain helps inefficient and wasteful practices take hold. BCG points to the importance of transparent, well-designed agreements between farmers and processes. Without them, they write, "farmers may harvest earlier than is optimal to relieve cash flow pressures." Reducing the quality and quantity of their output, this move sets the state for additional waste elsewhere in the value chain. 

Solution: Like any supply chain initiative, tackling food loss and waste will mean breaking down silos and working together. BCG urges organizations of all types to join forces in producing more accurate forecasts for supply and demand as well as contracts that will discourage food waste. By sharing accurate, actionable data with farmers and producers, agencies can begin to cut back on overproduction. Farther down the value chain, contracts should feature volume and price stipulations that promote sustainable planting and harvesting.


Problem: While a wealth of industry standards and government regulations impact the global food supply chain, few work to minimize food waste. "Disposing of food waste," the report states, "remains very cheap" and tax policy presents no penalties or incentives that might inspire responsibility. Many of the regulations that do exist - conservative expiration dates and arbitrary cosmetic standards, for example - only make matters worse. What's more, the differences in standards from country to country contribute to rampant inefficiency. 

Solution: BCG calls on both corporations and governments to take initiative and promote sustainability. By standardizing the language on expiration labels, for example, retailers and distributors can reduce the sort of confusion that leads to food waste. Nestle and General Mills have already joined an industry-wide fight to do just that.

The report also advocates for national and state regulations that would both promote recycling and discourage waste. They cite recent French legislation as an example. Since 2016, French grocers have incurred hefty fines for discarding edible food. According to NPR, the law has inspired a cultural shift and "encouraged the development of a whole ecosystem of businesses" working to address food waste. 

BCG contends that taking action against the food waste is not merely responsible, but potentially quite profitable. In addition to lower costs and new revenue streams, committed organizations will enjoy the opportunity to "burnish their brand and improve their ability to attract and retain talent."

This could prove critical at a time when young professionals are increasingly skeptical of corporate motivations. The most recent Deloitte Millennial Survey found that 75% of respondents believe businesses "focus on their own agenda rather than considering the wider society."  Only 47% believe they have any interest in improving society. Taking steps - even small ones - to combat food loss and waste could help reverse these sentiments and win back the generation that'll drive the future of Supply Chain Management.

What are you waiting for?

Earlier this week, noted philanthropist and Microsoft co-founder Paul Allen passed away at age 65. Like his friend and partner Bill Gates, Allen did far more than change the worlds of technology and personal computing. Rather, he committed himself to providing inspiration and driving positive change throughout the world as a whole. In addition to Microsoft, he helped establish organizations including the Allen Institute for Brain Science, the Institute for Artificial Intelligence, and The Institute for Cell Science.

Allen famously pledged to leave half of his fortune to charitable causes. He also gifted all of us with insights on curiosity, innovation, technology, and the importance of giving back. Here are few choice quotes for professionals looking to embark on bold initiatives of their own.

1. I'm always interested in ways to innovate . . . it's a blend; it's not a focus point.

Paul Allen understood that innovation is not about getting to Point B. For Microsoft, Vulcan, and businesses like them, it's about moving past Point B and driving on past the end of the alphabet. Allen's life is a case study in never-ending innovation, and professionals working through a transformation - or any initiative - would do well to remember his words.

2. Technology is notorious for engrossing people so much that they don't always focus on balance . . .

Though technology obviously played a central role in his life, Allen was not an advocate for the always-on culture or a contributor to the hype around emerging solutions. In business and in life, he encouraged others to embrace new tools while always keeping the bigger picture in mind. Professionals at any level can apply his wisdom to help develop a healthier balance between work and their personal lives. Business leaders, for their part, should keep it in mind as they look to boost retention and blend automation with humanity in their workforce.

3. What should exist? To me, that's the most exciting question imaginable. What do we need that we don't have? 

Allen not only encouraged consistent innovation, but boundless curiosity as well. Had he and his colleagues at Microsoft failed to ask big questions and seek bigger answers, there's no telling how different the world would look. Setting yourself apart within an organization (or an industry) is all about finding creative answers to Allen's question. Answering it once, however, is never enough. An important step in this process is recognizing that there's no single answer, but a series of answers that evolves as circumstances change.

The tables have turned from a decade ago. Unemployment is down and the burden of employment has turned from the applicant to the hiring manager. The process can be overwhelming while attempting to balance the need to fill the vacancy and finding the perfect fit. For assistance with recruitment contact Source One for a personalized plan and increase attention to detail from our staff.

On top of the societal good it brings, the employee shortage has had many employers reconsider barring formally incarcerated individuals, given they have been rehabilitated. Yet, it would seem that too many employers are still fixated upon an applicant attaining a bachelor’s degree. Why? Many degree programs, though formative, have a great degree of rigidity and little exposure to real world problems. In contrast, an applicant may not have a four year degree, but instead have ten years of experience within the applicable industry and require significantly less training.

While Bachelor’s degrees may offer an accredited foundation of knowledge, new graduates are often very green and in need of extensive training. There are a lot of qualities that foreshadow a predisposition to success more so than a completed undergraduate campaign. Here are 5 attributes more important to determining a good fit from a resume than a Bachelor’s degree.

Rapid Advancement
A good resume paints a narrative. As an employer you should pay attention to this narrative through its rises and falls. While observing the rises, take note of the speed at which an applicant is promoted, or otherwise having greater impact on an organization. This shows that, despite lacking higher education, this individual displayed natural traits and leadership that gained them trust from their superiors. Rigor in the applicant’s career can display good time management skills and how they may handle adversity. Consider the challenges of a single mother of two who worked her way up without finishing a college degree. Whatever adversity may have been faced, it shows a larger commitment to success in spite of hardships than an applicant with little experience or obstacles to hurdle, but a framed degree in their apartment.

Relevant Experience
A given, but even if experience is not in the same industry, similar work in a practical environment can make for an easy pivot to your company’s needs much more than a formal, sometimes standardized, college education. This experience could come from a variety of activities and should not be limited to just paid experience. For example, serving as a chair person for a charitable initiative shows strong leadership skills and big picture idea generation. Experienced workers with the exact tool set needed for the position are becoming increasingly difficult to come by, because most would argue their experience is much more telling of an applicant’s likelihood of success.

Tangible Accomplishments
Look for terms like “increased sales by X” or “reduced spending to save X”. Tangible achievements in the workplace show drive to further a company’s success. Do not look past an industry award on a resume. Even for more minute commendations, they provide evidence of other employers or industry leaders recognizing the individual’s dedication to excellence and effectiveness in a given occupation.

Strong References
What do past managers, co-workers, etc. have to say about their personality drive and technical competence? A reference is the best way to tell how an applicant will be able to integrate themselves into your workplace culture. Additionally, is there anyone who does not say “My biggest weakness is that I’m a perfectionist” in an interview? Speaking to previous employers, partners, or co-workers will allow you to get a sense of their actual work ethic. Are they a reliable work horse? Are they the type of employee to think outside of the box and innovate from within? Are they the type to call in sick repeatedly and mysteriously post extravagant vacation photos their next day in the office?

In the case of letters of recommendation, look to see if the candidate has made an impact on the company or office space that the employer looks at with enough respect to denote it in writing. Interviews with references may be more effective in understanding an applicant’s personality, but letters of recommendation can show respect for authority and impactful impressions upon management or superiors.

Passion outside the workplace
Do not limit your credentials just to attributes exclusively visible in the office. For example, an applicant should display interest and involvement in community service, and religious, professional, or athletic organizations. A well rounded employee can bring a diverse viewpoint to company decisions and manufacture an atmosphere or casual conversation amongt employees, bolstering their cohesion.

Philanthropic involvements in particular show a dedication to ethical behavior, management skills or willingness to be managed, and respect for the people around them.
Professional organizations show commitment to the industry at hand. An applicant who is active within their professional organization is more likely to be up to date on emerging technologies and rising trends. They are also more likely to have a larger professional network.

The changes in the employment can make filling an opening difficult to navigate. Take some time to really evaluate how much value a Bachelor’s degree holds when compared to an applicant with incredible credentials otherwise. Consider the difference in immediate effects, and training time needed. Hire away.

October 21st, Corcentric's AP automation and optimization team will head to Chicago for the three-day Connect Leadership CFO Summit. The event will attract hundreds of Finance innovators and provide countless opportunities to network, exchange best practices, and discuss the Finance world's emerging trends and persistent challenges.

Serving as sponsors and featured presenters, Corcentric looks forward to sharing some of the insights that have made them a leading provider of both Procurement services and Finance automation solutions.

This year's key themes include 'Technology and Transition,' 'CFO Leadership & Innovation,' and 'Strategic Financial Management.' Corcentric's SVP of Sales Dan Andrew will touch on all three in his presentation, 'The Power of Payments and Accounts Payable Integration.'

Andrew, a long-time advocate for AP automation and 'the Nirvana of paperless,' will encourage attendees to retool their approach to the 'last mile' of their transactions. He suggests manual processes during this stretch cost organizations money, limit visibility into payments, and ultimately lead initiatives to collapse.

He joins an impressive roster of speakers that includes Fortune 500 professionals from the industries including retail, technology, and the non-profit sector.

Since its founding, Corcentric has committed itself to eliminating the inefficiencies that hold Finance departments back. They welcome every opportunity to share their expertise and encourage their peers to develop a more forward-looking attitude. Connect CFO's discussions and educational sessions promise to help the Finance specialists evolve in their efforts to optimize the way organizations, pay, purchase, and get paid.

Welcome to the third installment of this series on supplier relationship management! If you read the first two posts and are still on board, odds are you recognize the value your supplier base can bring beyond simply pushing toward cost reduction. If you’re joining the rest of us for the first time, take a moment to read over those posts first:
As a quick recap, we constructed a high-level definition of what supplier relationship management means to Procurement in that first post, and laid out a set of steps we can take to improve our SRM practice in the second. At that time, we discussed how to narrow our field of view to consider only the most important supplier relationships.

So, now that we’ve done that, how do we proceed? Let’s turn back to our five keys to SRM.

Our Five Keys to SRM, Revisited
Now that we’ve narrowed our supplier view using the first three bullets, it’s time to dig deeper into our supplier relationships:
  • Properly segmenting our supplier base.
  • Gauging the state of our relationships – and evaluate which are most important.
  • Consolidating suppliers to a manageable number, given the points above.
  • Reconsidering of what our suppliers mean to us and how we interact with them (and getting it in writing).
  • Improving how we communicate with our suppliers.
Realigning our Supplier Interactions
A lot of Procurement’s functions are highly tactical in nature, which is important but not the basis for valuable, company-wide improvements. Tactical is reactive. Tactical is stagnant. Procurement needs to grow beyond the tactical elements of the job. To take our game to the next level, Procurement needs to be strategic. 

Our goal with strategic partners should never just be about reducing cost. Rather, our goal should be to maximize the ROI of every dollar spent. This will be familiar to any Procurement Pros who work with their Marketing teams successfully.  Marketing can traditionally be a tough spend category for Procurement to break into, because those teams often think that we just don’t “get it.” In many ways, they’re right. If one creative agency costs us twice as much as another we work with, we’re likely going to start thinking about negotiating based on established rate cards. We might go out to market to bolster our benchmarks. But does this make sense in the long term? If that first agency produces a 3x ROI where all others have lagged, there might be more to the relationship to consider.
  • What are they doing right for the 2x price that nets a 3x ROI?
  • How can we expand this best-in-class service to cover more critical components of our strategy?
  • Are there any tactical elements we can separate from this agency and move to another? This could yield cost savings as well as allow this agency to focus more on the critical components more worthy of their time.
Better Communication is Key
Getting to the level of understanding needed to answer these questions requires a commitment to communication. This includes internal communication with Marketing, but extends out to our suppliers as well. Our strategic partners have a level of understanding that we just can’t have when it comes to their areas of expertise. This is, of course, why we hired them in the first place. Listen to their concerns and suggestions on how the relationship can be expanded for your mutual benefit.

Open communication doesn’t have to happen late in the game. I propose we start all relationships this way right off the bat. I’ve run through plenty of RFP initiatives, and one element dictates success more than any other: the amount of two-way communication is built into the process. At the risk of side tracking into a whole other topic, this means providing background on the strategy that participants will be supporting, and built-in question and answer sessions, ideally in real time, to discuss goals. Some clients avoided this discussion, choosing to keep critical info under lock and key. They did this to their detriment. Those who were open and collaborative during the RFP process ensured that proposed solutions,
  • Were a better fit for their organizations. Responses to the lock-and-key crowd rely on making guesses and assumptions about the buying organization, which don’t always align with reality.
  • Were more encompassing. Opening communication leads to suppliers who feel free to propose alternatives or new products and services that could be valuable.
  • Were more cost-competitive. Suppliers who are engaged as partners instead of just participants come to the negotiating table more openly and are receptive to the process.
Talk to your partners. Don’t wait until you’re ready to make your next order before discussing organizational strategy shifts.

Keep your Eyes Open
We’re about 800 words into this post, yet I could’ve just summarized my points here in four words: “Take your blinders off.”

Some of what we’ve discussed today deals with process change. A great deal more, however, deals with changing Procurement’s perception about what the buyer-supplier relationship means. It can be easy to fall back to the default of tactical thinking. We should challenge ourselves to proactively consider what our suppliers can bring to the table beyond their product offerings.

ICYMIM: October 15, 2018

Source One's series for keeping up with the most recent highlights in procurement, strategic sourcing, and supply chain news week-to-week.  Check in with us every Monday to stay up to date with the latest supply management news.

Dennis Bouley, My Purchasing Center, 10/12/18
According to the U.S. Department of Labor, job openings are at an all-time high. Though this reflects low unemployment numbers, it means that hiring managers across Procurement have their work cut out for them. As organizations compete to stand out, they must also contend with the growing contingent workforce. Bouley advises organizations to give serious thought to bringing in outside help. Even if your organization has never considered working with a consultant before, the unique talent situation presents an effective business case for making such investments. 

Michael Lamoureux, Sourcing Innovation, 10/11/18
Procurement was given a death sentence years ago. Somehow, it still survives. Unfortunately, Lamoureux suggests, the function is less a Phoenix rising from the ashes than a zombie trudging through a monotonous existence. "Day by day," he writes, "we're going through the same old motions, using the same old processes, dealing with the same issues, on the same old platforms." He then digs into why this situation persists. Though Lamoureux leaves his answer up in the air - the series will continue throughout the week - he suggests Procurement get started by insisting its vendors get better. Mandatory platform improvement clauses will get vendors on the hook and ensure they invest in continual improvement. 

Want to Know Your Industry's Risks? CSR Index from EcoVadis Takes Deep Look
JP Morris, Spend Matters, 10/15/18
More than ever, Corporate Social Responsibility is driving initiatives and dictating corporate strategies. Issues ranging from pollution to forced labor play a roll in each component of Supply Chain Management. In its new Global CSR Risk and Performance Index, EcoVadis assesses more than 30,000 organizations and their approach to responsibility. The index suggests that smaller organizations are more likely to deliver on their CSR goals than larger companies. What's more, EcoVadis found that no organizations scored above 90 on their 100-point scale. This means that none have developed an "outstanding" approach to measuring and reporting on their CSR efforts. 

Biopharmaceutical giant buys Narcan manufacturer

In what may best be described as a shake-up to the medical supplies and pharmaceutical industry, the maker of a widely known opioid overdose treatment is being purchased by a Maryland-based biopharmaceutical company, a supply chain optimization move that may help counter the painkiller abuse crisis.

As reported by Reuters, Emergent BioSolutions in August made a deal with Adapt Pharma to purchase the pharmaceutical company, the official manufacturer of Narcan. A needle-free emergency treatment that's approved by the Federal Drug Administration, Narcan contains chemical naloxone hydrochloride, a key ingredient that helps to counter the effects caused by overdosing on painkillers and use of illicit drugs, such as heroin and fentanyl.

Financial disclosure documents made available from Emergent revealed the deal totaled $635 million in upfront cash-and-stock payment and up to $100 million in additional funding should certain sales goals be reached between now and 2022, Reuters reported.

No disruptions predicted
In a conference call with analysts, an Emergent executive indicated that intends to maintain the development of Narcan by adhering to the systems AdaptPharma put in place so as to avoid supply chain encumbrances.

"Adapt has put together a strong, durable supply chain of partners to support the manufacture of the product," the executive stated, who was not named in Reuters' reporting. "We do not intend to disrupt that."

Health experts and physicians indicate the production supply chain of Narcan is crucial to emergency care. Indeed, the U.S. Surgeon General is one of a growing chorus of officials advising more medical offices - and homes - to have Narcan available or generic equivalents containing naloxone. In a poll conducted by Blue Cross and Blue Shield of Massachusetts, 70 percent of respondents said the opioid-reversal drug should be accessible in all workplaces.

Andrew Dreyfus, Blue Cross president and CEO, said the insurer is joining forces with more employers in the Bay State to make this possible.

"We're providing them with the resources they need to reverse overdoses and educate their employees, whether in an office setting, a job site or a city hall," Dreyfus said.
"200,000 people died from overdoses related to prescription opioids between 1999 and 2016."

Painkiller abuse a nationwide crisis
Opioid dependency has reached epidemic proportions and has claimed thousands of lives in the U.S. alone, particularly in recent years. It's been labeled a crisis by President Donald Trump and the Department of Health and Human Services. According to the Centers for Disease Control and Prevention, over 200,000 people died from overdoses related to prescription opioids between 1999 and 2016. Of these, 17,000 occurred in 2016, the most recent year in which data is available.

Increased demand for naloxone has led to an uptick in prices. As noted by National Public Radio, syringes containing the key ingredient once cost no more than $6. Now, they're upwards of $30 or more. And for automatic naloxone injectors, they're priced at north of $3,500.

Emergent says it's doing everything it can to build up supply and keep costs under control, this includes by offering a 40 percent discount on Narcan, available to nonprofits as well as local and state governments, according to Reuters. Emergent also said it intends to do more to address opioid overdose and why it's happening so often. Furthermore, the company seeks to gain access to Adapt's alternative treatment portfolio which help negate opioid dependency symptoms.
Even in a candidate's market, the job search is often an overwhelming process. The most positive professionals can find themselves growing exhausted and discouraged when things don't go as planned. These feelings don't help. When disappointment leads a candidate to enter interviews or send out resumes with a negative attitude, it could seriously hurt their chances of finding the right opportunity. 

Attitude goes a long way when you're an applicant. A motivated, energetic, and positive outlook can help you distinguish yourself as an asset to company culture. A defeated outlook? That'll have the opposite effect. 

Feeling demoralized in the job search? Check out these tips from our Procurement and Supply Management recruiter

October 12, 2018

Here's a look at where Source One's cost reduction experts have been featured this week!

White Paper:
A reminder that the MRO Demystified series is still ongoing! Part III will be released in the very near future, but if you missed it, Part II is still here.

New Blogs:
Dejana Dosen, Next Level Purchasing Association, 10/10/18
MRO is an often overlooked category of spend. However, transactions that may seem unimportant and minute can add up to a create a category with an underestimated impact upon profitability. Dejana Dosen discusses how to manage MRO more effectively and how much impact doing so can have upon the bottom line.

Jennifer Ulrich, Buyer's Meeting Point, 10/11/18 
Jen Ulrich describes “Broken Window Theory” defined in the Atlantic as it pertains to procurement rather than crime. The dangers in complacency and laziness are incredibly apparent in all procurement processes. Skipping that one step in analysis once or twice sends a message to the rest of the company that it really is not that important. Proper procedure begins to slip from there. Inversely, going for a period with no missed dates leads by example and will to many show the significance of the processes in place. 

New Podcast:
Programmatic buying is an exciting and fresh take on procurement especially within media buying. It may seem like an auto-pilot or easy mode alternative to traditional manual methods, but it sadly is not that simple. The podcast asserts the value of programmatic buying tools but also that contracting media buyers, though less needed, still has some uses that no algorithm can accurately tackle at this time. 

Upcoming Events:
Source One is hosting its fourth annual happy hour for Supply Chain professionals. Don't miss this chance to network with industry peers. Want to learn more? Contact Kaitlyn Krigbaum ( today.

Hosting hundreds of top industry minds, Connect CFO Leadership Summit will take place in Chicago. Corcentric will be both in attendance and sponsoring, with SVP of Sales, Dan Andrew, giving a presentation on the Power of Payment and Accounts Payable Integration. The conference will foster an atmosphere stimulating the exchange of information surrounding of industry trend and emerging technologies.

At the end of this month, Source One will be a proud sponsor of ProcureCon MRO in Fort Worth, Texas. An event packed two day conference, ProcureCon MRO will define innovations in MRO Procurement, and Strategic Sourcing such that businesses can grow together. Artificial intelligence in Procurement is at the forefront of many key presenters. Our Source One team is ecstatic to be in attendance and looking forward to the excellent networking opportunities the conference will provide.

Last night, the Institute for Supply Management's Philadelphia chapter held its October Dinner Meeting. Jennifer Ulrich, Source One's Associate Director and Procurement Transformation lead, served as the keynote speaker. Leveraging her years of experience supporting Fortune 1000 organizations, she discussed 'Sourcing Excellence Through Category Management.'

An industry-recognized expert and an advocate for Procurement's strategic evolution, Ulrich has helped numerous companies replace their tactical practices with more nuanced approaches to managing spend and suppliers. In many instances, she has done so by building Category Management frameworks from the ground up.

"Realizing Procurement's full strategic potential," she says, "is only possible when companies allow their purchasing unit to continually grow and evolve. This begins with laying the groundwork for collaborating with other business units and proactively addressing every category on its own terms."

Ulrich's call to action focused on three key considerations for making Procurement a Category Manager: attracting and empowering Procurement talent, establishing strategic relationships with suppliers and other external stakeholders, and marketing Procurement's value internally.

Enablement and empowerment were crucial themes. Misconceptions, Ulrich acknowledges, still hamper Procurement within many organizations. Couple that with poor communication, and the function can struggle to deliver on its strategic objectives. She reminded ISM-Philadelphia's members that the function has to "speak the language" of its peers if it really wants to reach its potential.

She suggests that no stakeholders within the organization should ever wonder how Procurement will enable them to reach their goals. Instead, they should feel confident in Procurement's value and proactively seek out its assistance. It's up to Procurement, she believes, to create a culture where this happens.

Ulrich's thoughts on Procurement's ongoing evolution are also featured in Procurement Transformation: Industry Perspectives. Download the comprehensive eBook today to learn more from Ulrich and a collection of Supply Management thought leaders.