Future of Sourcing - B2B http://futureofsourcing.com/tags/b2b en B2B last-mile delivery challenges that still exist http://futureofsourcing.com/b2b-last-mile-delivery-challenges-that-still-exist <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="http://futureofsourcing.com/sites/default/files/articles/last-mile%20delivery.png"><a href="http://futureofsourcing.com/sites/default/files/articles/last-mile%20delivery.png" title="last-mile delivery" class="colorbox" rel="gallery-node-1799-BKMb9Hf2UeI"><img typeof="foaf:Image" src="http://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/last-mile%20delivery.png?itok=Uu3j0LMo" width="624" height="325" alt="last-mile delivery" title="" /></a></div></div></div><div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/autonomous-last-mile-delivery-in-e-commerce">Autonomous Last-Mile Delivery in E-commerce</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>The phrase &ldquo;last-mile logistics&rdquo; refers to the process of moving products from the last transit stop to the final destination, which may be anywhere from one to one thousand miles. Last-mile logistics does not involve transporting goods from a single route to a single destination like port-to-port or terminal-to-terminal logistics. Instead, it involves road transportation primarily to complete the final delivery stage. It is also one of the biggest logistics challenges that businesses face.</p> <p>Consumers have come to expect the same or next-day delivery. Expectations on the B2B side are also rising, with buyers demanding the same convenient experience they are used to as consumers. <a href="https://www.capgemini.com/wp-content/uploads/2019/01/Report-Digital-%E2%80%93-Last-Mile-Delivery-Challenge1.pdf" target="_blank">55%</a> of those surveyed in a Capgemini Research Institute report claimed they would switch to a competing brand if it offers a faster delivery service. However, the complexities and costs of B2B logistics still make meeting accelerated delivery demands difficult.</p> <p><a href="https://futureofsourcing.com/media/2571"><img alt="last-mile delivery" src="https://futureofsourcing.com/sites/default/files/Last%20mile%20delivery.png" style="border-width: 0px; border-style: solid; width: 624px; height: 388px;" /></a></p> <p>On the B2B side, shippers deal with much larger purchase orders and deliveries that are more consistent over an extended period due to customer contracts. Handling these deliveries poorly can result in damaged relationships. B2B sellers must monitor the delivery process closely; however, it can be difficult for small-to-midsize companies to monitor their operations and deliveries efficiently and cost-effectively. And while there are too many factors involved in last-mile delivery for a single solution to address, new logistics approaches backed by technology are helping businesses improve their B2B delivery processes and gain a competitive edge, especially during this challenging time.</p> <h1>Decreasing Delivery Times</h1> <p>The &lsquo;Amazon effect&rsquo; is nothing new in the logistics industry and many consumers now value the speed of delivery over any savings on orders. In the B2C world, the additional cost that consumers pay to receive their goods faster provides shippers with a big incentive to optimize their last-mile logistics as much as they can.</p> <p>For B2B shippers, providing faster deliveries can mean a significant competitive advantage. One strategy being used to get products closer to end customers is establishing local warehouses in densely populated areas. These smaller delivery hubs help decrease last-mile delivery times and improve delivery efficiency.</p> <p>Many B2B sellers have also decreased order size minimums so they can balance out the added costs of managing more warehouses. <a href="https://www.capgemini.com/wp-content/uploads/2019/01/Report-Digital-%E2%80%93-Last-Mile-Delivery-Challenge1.pdf" target="_blank">74%</a> of customers who said they were satisfied with their delivery experience intended to increase their purchase levels by 12% with their preferred seller. Furthermore, <a href="https://www.capgemini.com/wp-content/uploads/2019/01/Report-Digital-%E2%80%93-Last-Mile-Delivery-Challenge1.pdf" target="_blank">55%</a> of consumers said that a two-hour delivery option would increase their loyalty. Still, only 19% of companies provide two-hour or faster delivery options.</p> <p>Consumers located in rural areas have become accustomed to receiving goods with same or next-day delivery, and local businesses are no exception. B2B sellers must be able to deliver anywhere and at any time to remain competitive.</p> <h1>Consolidating and Sharing Resources</h1> <p>The sharing model has become popular in the B2C last-mile delivery space, with companies like Uber, Glovo, Postmates and many others now competing alongside UPS, FedEx, DHL and the USPS. This relatively new delivery model is starting to gain traction in the B2B logistics space as well. Companies like uShip, Uber Freight, Freightos and CargoX have developed new models to share resources and to optimize and reduce the costs involved with making larger B2B shipments.</p> <p>For one, the traditional delivery business models that involve trucking companies owning their entire fleets are changing. By bringing in contract truck drivers, local companies have more flexibility when it comes to fleet size and can scale fleets up or down easily depending on demand. Hybrid fleet models are also emerging, allowing companies to create fleets through a mix of contracts, third-party partners and their own workers.</p> <p>Route optimization software solutions are also playing substantial roles in helping businesses forecast future demands, consolidate orders and identify new opportunities for improvement. Route optimization technology can create the best combination of routes and deliveries in order to minimize the miles per delivery and total miles driven. Driver shortages are common and route optimization software can also help businesses gain more visibility into the schedules of contractors, employees and other partners.</p> <p>Big data is also having a real impact on daily operations in the B2B last-mile delivery industry. &nbsp;The use of data can help pinpoint weaknesses in last-mile operations, such as communication problems during delivery providing the ability to solve any unexpected issues in real-time. Several external factors can affect last-mile operations &ndash; such as traffic, changes in fuel prices, etc. &ndash; and businesses need to be able to analyze these factors in real-time to make decisions.</p> <h1>Entering the Next Phase of B2B Last-Mile Delivery</h1> <p>Though many B2B last-mile delivery challenges still exist, technology companies are addressing them with innovative new solutions every day. As more businesses turn to technology to optimize their operations during this surge in delivery demand, the B2B last-mile delivery experience is steadily becoming more like the B2C experience consumers have come to expect.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/last-mile-delivery" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">last-mile delivery</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/b2b" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">B2B</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/logistics" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Logistics</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/cost-optimization" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">cost optimization</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/big-data" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Big Data</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/supply-chain" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Supply Chain</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="B2B last-mile delivery challenges that still exist - Future of Sourcing" addthis:url="http://futureofsourcing.com/b2b-last-mile-delivery-challenges-that-still-exist"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Tue, 23 Jun 2020 22:22:45 +0000 Geoffrey Michener 1799 at http://futureofsourcing.com http://futureofsourcing.com/b2b-last-mile-delivery-challenges-that-still-exist#comments B2B Digital Marketplaces: Paving the Way Forward in Procurement and Sourcing http://futureofsourcing.com/b2b-digital-marketplaces-paving-the-way-forward-in-procurement-and-sourcing <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="http://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%2834%29.png"><a href="http://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%2834%29.png" title="B2B Digital Marketplace" class="colorbox" rel="gallery-node-1754-BKMb9Hf2UeI"><img typeof="foaf:Image" src="http://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Copy%20of%20FoS%20Header%20Images%20%2834%29.png?itok=KJHs55cf" width="624" height="325" alt="B2B Digital Marketplace" title="" /></a></div></div></div><div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/understanding-and-overcoming-buyer-stagnation-through-procurement">Understanding and Overcoming Buyer Stagnation Through Procurement</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>Growing a recognizable brand while remaining cost-efficient are two key imperatives for businesses as they continue to transform their organizations digitally. Procuring software through digital channels and online solutions is increasingly popular as a way to keep pace with these initiatives. In fact, the <a href="https://futurumresearch.com/b2b-digital-buyers-journey-2019/" target="_blank">2019 B2B Digital Buyers&#39; Journey Report</a> conducted by Futurum Research in cooperation with SAP Digital Commerce, found that a strategic shift to the cloud and digital transformation, coupled with improving operational velocity and cost-savings, are all driving businesses towards making purchases online.</p> <p>As such, B2B solution providers are seeing significant changes in buyer preferences and how companies choose to procure software. The report also uncovered that more than 80% of organizations no longer rely on calendarized buy cycles when purchasing their software. More than half of the respondents said they are ready to make a purchase as soon as the need arises, rather than waiting for the next upgrade or purchase period.</p> <p>Buyer demands for faster, more accessible purchases in the consumer space are at the core of these changes. They are having a massive spillover effect on how B2B purchases are made. Things like the &ldquo;Amazon Effect&rdquo; and the ability for consumers to make immediate purchases through digital platforms are challenging the status quo methods of B2B buying. Traditional models around procurement buy cycles are being flipped on their heads, with more and more businesses favoring digital buying options that create a quicker and more seamless path to purchase.</p> <p>&nbsp;</p> <h1>B2B Buyers Buck Tradition In Favor Of Solutions On-demand</h1> <p>As more B2B buyers and decision-makers turn to digital channels and e-procurement options, a paradigm shift is occurring &ndash; impacting not only how they buy but when. As noted above, our survey data shows that businesses are not only moving away from traditional purchasing timelines, they&rsquo;re also letting in-the-moment needs guide their decision-making. This is a staggering shift given that less than a decade ago, IT departments were still largely or entirely relying on calendarized buy cycles, especially when purchasing enterprise software solutions.</p> <div> <p>This move is also indicative of cultural changes and shifts in operational mindsets across organizations as they continue on their digital-transformation journeys. Technology is critical to everyday business operations and has been for many years now. It guides improvements in speed and agility, making businesses more efficient and leading to direct business outcomes. These improvements can be applied to the identification, testing, purchasing and deployment of enterprise software solutions, especially cloud-based tools. Therefore, digital solutions that can be discovered, tested, purchased and provisioned in minutes become far more attractive to businesses as a way to meet their immediate needs, rather than keeping with traditional weeks- or months-long procurement processes.&nbsp;</p> </div> <p>&nbsp;</p> <h1>Transparency Will Pave The Path To Success</h1> <p>While the instantaneous transactions of B2C purchases are influencing B2B transactions, B2B customers still have a far more complex bill of materials than everyday consumers. Because of this, they tend to focus on more specific aspects of the buying process, such as the ability to test products in real-time and being presented with all relevant information clearly and in one location.</p> <p>Our report found that things like <a href="https://www.sap.com/products/free-trials.html" target="_blank">product trials</a> and tests are such a key focus because B2B buyers crave more transparency and freedom along their entire buyer journey. They want to be able to see precisely what they would be getting, and exactly how much it will cost, from the very start of their journey. Additionally, they crave the autonomy to test products or make purchases at any point.</p> <p>The discovery phase is where this is especially relevant. In fact, 90% of respondents note they consider product trials to be an essential feature. This isn&rsquo;t surprising given that a clear understanding of a solution and the ability to experience its functions hands-on is absolutely crucial to a buyer&rsquo;s decision-making process. On top of this, 88% of respondents cited price transparency as a top advantage for a digital-buying program to have.</p> <p>For example, say you&rsquo;re a B2B customer in need of an analytics platform and say you needed it yesterday. Access to a comprehensive, digital B2B marketplace &ndash; like <a href="http://www.sapstore.com/" target="_blank">SAP Store</a> &ndash; lets you bypass traditional buying processes and instead go online for a single source of products and transparent prices. Similar to what consumers might find scrolling through the Amazon app or a retail website, solution pages contain all relevant information and clearly defined paths to purchase in one spot. B2B customers have everything they need to make a purchase in mere minutes &ndash; from specific offerings, including ratings and reviews, to quick navigation to product trials and clear calls to action for purchasing. &nbsp;</p> <p>&nbsp;</p> <h1>The Future Of Procurement Is Undeniably Digital</h1> <p>In B2B, many purchases do still require a higher level of interaction with a direct salesperson or team. Given the complexity and scale of many B2B purchases, that need isn&rsquo;t going away. But digital buying also frees up both the procurement team and the vendor to make the most out of their interactions. However, as needs become more immediate and more in the moment, businesses are increasingly showing a desire for more options in how they buy &ndash; particularly faster options to help them meet these challenges and needs. Our report notes that nearly two-thirds of organizations say time and resource efficiency are their primary reasons for purchasing software solutions digitally.</p> <p>When it comes to B2B procurement and sourcing, organizations have realized that to keep on pace with the rate of change and advancement across industries, they need to adjust quickly and implement new solutions faster. Online digital marketplaces uniquely designed for B2B transactions are continually growing in popularity as a solution to this market challenge. The direct way forward is for B2B organizations and solution providers to use an omnichannel approach in connecting with &ndash; and selling to &ndash; their customers. It requires an approach with digital buying as a core tenet, helping businesses meet specific goals and mapping to their unique digital-transformation journeys.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/b2b" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">B2B</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/digital-transformation-0" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">digital-transformation</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/procurement" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Procurement</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/purchasing" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Purchasing</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/digital-platforms" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Digital Platforms</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="B2B Digital Marketplaces: Paving the Way Forward in Procurement and Sourcing - Future of Sourcing" addthis:url="http://futureofsourcing.com/b2b-digital-marketplaces-paving-the-way-forward-in-procurement-and-sourcing"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Tue, 05 May 2020 22:32:19 +0000 Sharon Ruddock 1754 at http://futureofsourcing.com http://futureofsourcing.com/b2b-digital-marketplaces-paving-the-way-forward-in-procurement-and-sourcing#comments Are Online Marketplaces Right for Printing and Marketing Services? http://futureofsourcing.com/are-online-marketplaces-right-for-printing-and-marketing-services <div class="field field-name-field-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even" rel="og:image rdfs:seeAlso" resource="http://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%281%29.png"><a href="http://futureofsourcing.com/sites/default/files/articles/Copy%20of%20FoS%20Header%20Images%20%281%29.png" title="Online Marketplaces for Printing and Marketing Services" class="colorbox" rel="gallery-node-1712-BKMb9Hf2UeI"><img typeof="foaf:Image" src="http://futureofsourcing.com/sites/default/files/styles/juicebox_medium/public/articles/Copy%20of%20FoS%20Header%20Images%20%281%29.png?itok=HKbb5HgV" width="624" height="325" alt="Online Marketplaces for Printing and Marketing Services" title="" /></a></div></div></div><div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/the-predictably-irrational-appeal-of-print-marketing">The Predictably Irrational Appeal of Print Marketing</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p>Recently, two publications addressed the growing importance of online marketplaces in the B2B corporate procurement landscape. Both publications examined the potential benefits of B2B online marketplaces while also acknowledging that these platforms still have significant limitations, particularly when it comes to supporting the procurement of complex needs like marketing, legal and other professional services.</p> <h1>The Hackett Group Research Report</h1> <p>The first publication was a research report titled &ldquo;<a href="https://www.amazonbusiness.com/l/54552/2019-07-15/rxd71y?utm_content=Hackett&amp;utm_source=blog" target="_blank">Examining the Value and Use Cases of Business-to-Business Online Open Marketplaces</a>&rdquo; by The Hackett Group. In this report, The Hackett Group observed that corporate procurement leaders increasingly see online marketplaces as an effective tool for reducing costs, managing tail spend complexity and increasing stakeholder satisfaction.</p> <p>The report identified several &ldquo;hard&rdquo; and &ldquo;soft&rdquo; benefits that B2B marketplaces can potentially provide, including:</p> <ul> <li>Elimination of supplier onboarding</li> <li>Elimination of supplier maintenance</li> <li>Savings from competition</li> <li>Reduced shopping time</li> <li>Increased stakeholder satisfaction</li> <li>Reduced maverick spending</li> <li>Increased visibility into purchases</li> </ul> <p>The Hackett Group also identified several types of purchases not suitable for the current generation of B2B online marketplaces:</p> <ul> <li>Most services &ndash; B2B marketplaces are generally product-only, although this is beginning to change</li> <li>Items that require extensive product discovery and/or supplier interactions</li> <li>Items that must be purchased under a detailed contract</li> <li>Items that require inventory control</li> </ul> <p>The report noted that these considerations will usually eliminate most types of direct materials procurement.</p> <h1>The McKinsey Article</h1> <p>Last fall, McKinsey &amp; Company published the article &ldquo;<a href="https://www.mckinsey.com/business-functions/operations/our-insights/how-b2b-online-marketplaces-could-transform-indirect-procurement" target="_blank">How B2B online marketplaces could transform indirect procurement</a>.&rdquo; McKinsey noted that B2B marketplaces have not yet penetrated large corporate purchasing departments, but that this appears poised to change. The firm argued this shift is being driven by the need to gain better control of indirect spending, particularly tail spend, and by the growing presence of younger procurement leaders who are more comfortable with online buying.</p> <p>The McKinsey article described several potential perks of B2B online marketplaces, including greater vendor choice, one-stop shopping and cost savings. Perhaps more importantly, the article argued, online marketplaces can effectively free procurement teams from time-consuming and often repetitive transactional work so they can focus more of their time on higher value activities.</p> <p>McKinsey observed four basic types of B2B online marketplaces, although the boundaries between these categories aren&rsquo;t always sharp:</p> <ul> <li><strong>Product-focused marketplaces &ndash; </strong>Expect these to focus almost exclusively on products like office supplies, MRO supplies, furniture and similar offerings. Think Amazon Business and Alibaba.</li> </ul> <ul> <li><strong>Time-and-materials marketplaces &ndash; </strong>These usually offer things like freight services, temporary labor and facilities management services.</li> </ul> <ul> <li><strong>Scope-of-work marketplaces &ndash; </strong>A marketplace of this stripe will typically focus on more complex services such as marketing, legal and consulting services.</li> </ul> <ul> <li><strong>Corporate spinoff marketplaces &ndash;</strong> As the name indicates, these marketplaces began as &ldquo;captive&rdquo; platforms used by a single company and were later opened to other corporate buyers.</li> </ul> <p>McKinsey acknowledged that the growth of B2B online marketplaces is not assured, but the firm also argued that scope-of-work marketplaces seem positioned for success. McKinsey believes it&rsquo;s likely that niche marketplaces will evolve to serve specialized markets such as legal or marketing services.</p> <h1>Can Marketplaces Work for Print and Marketing Services?</h1> <p>So, can online marketplaces be effectively used to procure printing and marketing services? In my view, most B2B online marketplaces, as currently configured anyway, are not an optimal solution for sourcing most printing and marketing services. However, an e-sourcing solution that has been purpose built for printing and marketing services can provide most of the important benefits of an online marketplace.</p> <p>One of the key advantages of an online marketplace is a simple shopping/buying process, and a well-designed e-sourcing solution can provide a similar benefit. When procuring printing or marketing services, one of the core tasks buyers must perform is to provide an adequate description of the desired product or service. Buyers do this by creating detailed project specifications.</p> <p>A well-designed e-sourcing solution will simplify the process of creating complete and accurate specifications by providing an extensive library of pre-defined product &ldquo;types&rdquo; that guides buyers through the task of entering all relevant specifications.</p> <p>Online marketplaces can be a drawcard by providing buyers access to an expanded set of potential suppliers. An e-sourcing solution for printing and marketing services can deliver a similar benefit if the solution provider creates a robust network of vetted suppliers and gives its clients access to that supplier network.</p> <p>The bottom line is that online marketplaces are beginning to play a more prominent role in the procurement function of larger enterprises, and that role is likely to grow as the scope of products and services offered via marketplaces expands and their functionality improves.</p> <p>But today, most organizations will still be better served to use a specialized e-sourcing tool to manage the procurement of printing and marketing services.</p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/print-marketing" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">print marketing</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/b2b" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">B2B</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/online-marketplace" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">online marketplace</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Are Online Marketplaces Right for Printing and Marketing Services? - Future of Sourcing" addthis:url="http://futureofsourcing.com/are-online-marketplaces-right-for-printing-and-marketing-services"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div><div class="field field-name-field-region field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Region:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/regions/global" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Global</a></div></div></div> Fri, 28 Feb 2020 14:56:40 +0000 Sarah Scudder 1712 at http://futureofsourcing.com http://futureofsourcing.com/are-online-marketplaces-right-for-printing-and-marketing-services#comments Life Lessons: Piotr Zygula http://futureofsourcing.com/node/823 <div class="field field-name-field-related-news field-type-entityreference field-label-above"><div class="field-label">Related news:&nbsp;</div><div class="field-items"><div class="field-item even"><a href="/node/681">Life Lessons: Rick Sturge</a></div><div class="field-item odd"><a href="/node/642">Life Lessons: Gautam Singh</a></div><div class="field-item even"><a href="/node/788">Life Lessons: Ravichandran Venkataraman</a></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"> <p><a href="https://pl.linkedin.com/in/zygula" target="_blank">Piotr Zygula</a> is the President&nbsp;and CEO of JCommerce SA, a Polish IT outsourcing provider specialising in custom software development. He&#39;s also, now, the latest participant in our Life Lessons interview series: Q&amp;As featuring set questions designed to showcase learnings from the careers of sourcing and outsourcing professionals from around the world and across the space. Everyone ready to learn? Then let&#39;s proceed...</p> <hr /> <p>&nbsp;</p> <p><em>What has been the single most significant development to impact your profession or area of business during your career, and why?</em></p> <p>It&rsquo;s difficult to point out one single thing that has had a decisive influence on the development of the ICT industry, although generally it is certainly the constant development of technology that continues to transform the industry. However, from my personal point of view, both in terms of the industry as a whole and JCommerce in particular, it was definitely the crisis years of 2008-2009, when the market, technologies and solutions were verified significantly. It was a difficult experience, but in retrospect I know that it allowed us to catch our second wind, and look at the business differently than before, this time from a more operational perspective. Paradoxically, the crisis opened a window of opportunity for us to stretch our wings.</p> <p><em>Similarly, what one factor has most profoundly changed the way you personally work since your first day in your first job?</em></p> <p>For sure it was largely the start of my running adventure. Training for a marathon is a reliable school of self-discipline, perseverance, the pursuit of goals, which are some of the essentials in business as well. Running helped me make a lot of interesting business contacts. It turned out that almost the entire business world runs. Literally. At marathons in Helsinki, Cologne, Brussels, Stockholm and Budapest, I had the opportunity to meet with clients, and to run with them, in their company colours as well, which gave me the chance to solidify some valuable business relationships.</p> <p><em>What&rsquo;s the biggest challenge facing your industry today &ndash; and how would you solve it?&nbsp;</em></p> <p>The dynamic development of the ICT sector means huge demand for specialists. A lot of new business initiatives and startups have been created, and this causes shortages, as good employees are in red-hot demand. But above all the real problem is not the lack of staff, but the quality, and the value for money which they offer. We now have to deal with competition for candidates, which benefits a lot of people that do not necessarily have the relevant competencies, which affects the projects as a whole. So it seems to me that better education, better business practices, so generally a change in the way of thinking within the industry, is the biggest challenge that we must now face up to.</p> <p><em>Who has been the most influential figure in your professional life, and why?</em></p> <p>With a clear conscience I can say it was my father. In the early &#39;90s, after the political changes in Poland and the creation of a free market, he started his own business. This whole transformation, the economic changes and the development of his company came during my teenage years, but strongly influenced my attitude towards what I want to do and how I wanted to develop my career. And from the beginning I never looked back - I would say that even with such non-standard bravado, which sometimes ends in failure, my father always had my back, and I could always count on him. Especially at the beginning, during my education, he allowed me to develop, to fulfill my passion, without pressuring me or interfering, because he assumed that the young do everything their own way, and they know best.</p> <p><em>What&rsquo;s the biggest mistake, work-wise, you&rsquo;ve ever seen &ndash; and what were the consequences?</em></p> <p>In reality, business means constantly making mistakes, whether minor or major, and learning from them. Ultimately, it is the CEO who has to make some decisions, really often without sufficient data. You have to trust your intuition. Sometimes it&#39;s a question of luck, and sometimes it&rsquo;s more about well-thought-out strategy. But really, you can never quite predict what the final consequences of a given decision will be. And as is usually the case, success has many fathers and failure is an orphan. So I don&rsquo;t want to judge the mistakes of others, because I do not know the details, the conditions, the motivation behind it all.</p> <p><em>What do you consider to be your greatest achievement career-wise?</em></p> <p>I hope I haven&rsquo;t had it yet... But most of all I enjoy everyday business successes. Recently, for example, a customer from Germany came to us with a very urgent project: they needed a development team ASAP. At first it seemed impossible to arrange, there just wasn&rsquo;t enough time, it was simply unrealistic. But thanks to our quick response and the dedication of our employees, within the space of a week we managed to create a complete Agile team using Scrum methodology, and after two weeks the team was ready to take on the project and head over to the customer.</p> <p><em>What&rsquo;s your biggest (as-yet) unfulfilled ambition &ndash; and are you going to achieve it?</em></p> <p>My career has thus far been focused on the area of B2B services, but it would be the fulfilment of an ambition to achieve success in the B2C segment, so to create a product or service that would go viral and achieve popularity, attracting a large number of users, customers or fans. In B2B relationships, consistent actions are crucial, creativity less so. Success in the creation of services or products for individual customers, measured by entirely different criteria, is certainly a big challenge. As regards implementation, the creation of a separate R&amp;D department may come into play, or even a brand new company that could deal with this type of project. The subject, however, is still open.</p> <p><em>What three words do you think your colleagues and peers would use to describe you?</em></p> <p>For sure &quot;stubborn&quot;, but also &quot;full of ideas&quot;, and &quot;optimistic&quot;.</p> <p><em>Finally, what piece of advice would you give your younger self at the very start of your career?</em></p> <p>Every day, business brings with it so many surprises and is so dynamic that any such advice probably wouldn&rsquo;t work. By contrast, there are definitely some business rules that are applicable regardless of the industry, market, sector or level of development of the firm. For sure a realistic business plan, cost control, the knowledge that the product, service, solution, or business should primarily be of measurable value to the customer and that the customer is most important here, and not blind faith that we have a great product that people will buy. And the second important issue is to focus on the core of the business, on its key areas. If you have, for example, an insurance company, focus on selling insurance, and other processes, such as legal services, IT or HR, should be outsourced. There is no point spreading oneself too thin: concentrate all your energy on the most important area of activity from the point of view of the company. &nbsp;<em>Do you think you &ndash; or someone you know &ndash; would make a good subject for future instalments of Life Lessons? Contact <a href="mailto:hcorr@sig.org">hcorr@sig.org</a> for more information&hellip;</em></p> </div></div></div><div class="field field-name-field-tags field-type-taxonomy-term-reference field-label-inline clearfix"><div class="field-label">Tags:&nbsp;</div><div class="field-items"><div class="field-item even" rel="dc:subject"><a href="/tags/software" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Software</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/strategy" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Strategy</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/talent-management" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Talent Management</a></div><div class="field-item odd" rel="dc:subject"><a href="/tags/technology" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">Technology</a></div><div class="field-item even" rel="dc:subject"><a href="/tags/b2b" typeof="skos:Concept" property="rdfs:label skos:prefLabel" datatype="">B2B</a></div></div></div><div class="field field-name-field-addthis field-type-addthis field-label-hidden"><div class="field-items"><div class="field-item even"><div class="addthis_toolbox addthis_default_style " addthis:title="Life Lessons: Piotr Zygula - Future of Sourcing" addthis:url="http://futureofsourcing.com/node/823"><a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_linkedin"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_facebook"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_twitter"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_googleplus"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_pinterest_share"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_reddit"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_email"></a> <a href="https://www.addthis.com/bookmark.php?v=300" class="addthis_button_print"></a> </div> </div></div></div> Wed, 30 Nov 2016 22:13:57 +0000 Piotr Zygula 823 at http://futureofsourcing.com