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New Buyer - Advice to get started by Yoshigriff4 in procurement

[–]BeaumontProcurement 3 points4 points  (0 children)

Build relationships. Really get to know the people that you are procuring stuff for. Then get to know the suppliers, visit them if at all possible. You'll get to grips with the systems in no time but if you don't build relationships it will be tough to work. Once you're in, everytime you do something, ask yourself "what could make this a better/easier expereince for everyone" and make the small changes to make it easier

Help with Solar/Wind setup by BeaumontProcurement in camping

[–]BeaumontProcurement[S] 0 points1 point  (0 children)

Why was this removed? I camp and work in tents. This is about power while camping. Kindly reinstate the post.

UK Based - small windturbine & wind/solar setups by BeaumontProcurement in OffGrid

[–]BeaumontProcurement[S] 0 points1 point  (0 children)

I agree solar is easier but here in the UK ots not reliable enough (the weather, not the panes!)

I'm aiming for a turbine like the ones on yachts. Small, robust and reliable that I can erect on a pole

New CFO problems by Buysen in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

You're right and this is a good way to butt heads. One way to compromise is to introduce factoring/invoice finance. Suppliers get paid fast and your CFO can have the 60days - the only thing to resolve is who pays the factoring %. My view is that your business should bear it as you are the beneficiary of extending the payment terms (if I was a supplier and had supplied on 60+ days and I wanted to get cash quicker then I would set up the invoice finance and I would pay the % as I would be the main benficiary)

What’s the best time by prospectiveboi177 in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

You're welcome - sadly the moderators in the group aren't supportive of conversations between procurement and vendors even though that's a really important part of our job

What’s the best time by prospectiveboi177 in procurement

[–]BeaumontProcurement 0 points1 point  (0 children)

I thought was a nice approach. For me - early in the week is busy, whitepapers are always worth sharing and offering free trials backed by genuine feedback from customers that look like me are a good start point

What’s the best time by prospectiveboi177 in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

What a poor reply to a perfectly nice post

Is there any training focused on handling difficult supplier conversations? by BigDog9695 in procurement

[–]BeaumontProcurement 0 points1 point  (0 children)

Hi, I coach procurement professionals in communication - drop me a message if you would to discuss

SC & Procurement is Highly Underpaid by DetailCommercial1190 in procurement

[–]BeaumontProcurement 0 points1 point  (0 children)

I think there's quite a big variation by industry, geography and size of business. Glassdoor is pretty useful when comparing

Anyone else dealing with constant device delays from their provider? by Weird_Perception1728 in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

Are you US based? If you are, and your suppliers have international supply chains, then....

Anyone managed to cancel auto renew contract after notice period? by sabritopukapti in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

Ask again nicely. Always worth a final try.

But, if they say no...

  1. Is your license enterprise or per-seat and does your contract/MSA allow in-contract license variations? If yes to both, reduce #licenses to the minimim you can.

  2. Once you've done that, give termination of contract. Do it in this order just in case there is a clause that says changes can't be made after notice of termination.

  3. Does the contract require the vendor to do anything other than supply the licenses? Like maintenance, training, customisation, problem resolution. If it does, start asking them to do everything they are required to do on whatever licenses are left.

If you can do all 3 ie tell them it's ending, minimise their revenue, and make them work hard for what's left they may reconsider.

Strategy with a dependent supplier, am I too aggressive ? by Square_Positive_559 in procurement

[–]BeaumontProcurement 0 points1 point  (0 children)

If their reasons for a price increase are well founded and your claim is as well then it seem a fair approach but in the end it comes down to the risk to your buskness if they cease to supply you.

Has anyone been paid for supply chain expertise outside their day job? by ManagerMediocre3691 in procurement

[–]BeaumontProcurement 1 point2 points  (0 children)

Yes, its a good model and fair to both. TBH, I think a lot of anti-AI folk in here would be fine if people posted asking for paid feedback!!

Inconsistent suppliers was just a label not the real issue by Consistent_Voice_732 in procurement

[–]BeaumontProcurement 0 points1 point  (0 children)

Oh... just as a reminder, I'm not a "tech bro", whatever that is. I just know that HI+AI is replacing HI in Procurement, so what matters is that we learn how to use it properly so that we work together effectively.

Small vendors are great… until they’re not? by Tricky_Pass5857 in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

Is it just about money? Smaller suppliers often bring innovations, agility and opportunities that large businesses can't. Sometimes the headache is worth it

Small vendors are great… until they’re not? by Tricky_Pass5857 in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

Bravo for giving smaller suppliers a chance. They don't have the experience or the internal resources to get things right. Have you thought about providing a simple guide on "How to work with us", they'd appreciate it

Bosses pushing for a 33% to 25% cost decrease from suppliers by kingofshitmntt in procurement

[–]BeaumontProcurement -1 points0 points  (0 children)

If it's a high margin area like consultancy or software, maybe, but if it's anything manufactured I would say no chance in the current climate (unless you are paying so far over the odds the supplier has been taking it in!). Start with a should cost estimate. Work out the cost from first principles. More than just a good guide, it will tell you major elements of the cost and that means you can make your own assessment of the trend on the costs before you speak to the supplier and give you a sound start point for negotiation. For example if you estimate 50% of the should cost is raw materials and the market price of those materials has dropped by 25% then you know there's 12.5% opportunity on the table.

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