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[description] => Paul Melchiorre: When you think about any kind of technology it's all about user adoption. If a Chief Procurement Officer or CFO dictate a savings initiative at fortune company, those initiatives succeed or fail based upon stakeholder adoption. Insuring that the people that are involved in that process work with the technology, and I think technology can help drive those transformations today.
The beauty about a technology like Scout, is that it can drive a new way of procurement, a new way of sourcing in a global company where more people are involved in the sourcing process. If it all just goes to a traditional procurement department, then that engagement level, the amount of spending you can control is minimized, therefore your savings aren't maximized.
Cindy Yan: Sourcing is important because we are the team that can help enable the business to do their jobs, while we support them on all the vendor management and vendor evaluation efforts; including assessing the right vendor, negotiating the right contract with quality SLA's, quality scope of work, the right rates, and insuring that all our requirements are met to mitigate risk for the company.
Joe Frederick: When we run events, we go out to our BU's and have meetings with them. We use Scout for total transparency on these events. Scout is great at bringing in BU's and having them view events that we're running. Not only being able to run events, but to have stakeholder feedback into those events, so that we have total collaboration. With Scout, we're able to quote out, have negotiations and talk about vendors within these events with our BU's.
Greg Tennyson: Really the vision is bringing value back to the organization, and that value takes several forms: savings, better user experience, enabling the business to run their own event, pull down analytical data around spend. You know, stakeholder self-service as far as a shopping cart or requisition is concerned. We're really changing the model to make procurement more of an advisory function and leveraging technology to enable that vision. The vision, I get measured based on: savings and on the adoption of the technology, Scout has facilitated that, so it's been a nice marriage.
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[description] => Paul Melchiorre: When you think about any kind of technology it's all about user adoption. If a Chief Procurement Officer or CFO dictate a savings initiative at fortune company, those initiatives succeed or fail based upon stakeholder adoption. Insuring that the people that are involved in that process work with the technology, and I think technology can help drive those transformations today.
The beauty about a technology like Scout, is that it can drive a new way of procurement, a new way of sourcing in a global company where more people are involved in the sourcing process. If it all just goes to a traditional procurement department, then that engagement level, the amount of spending you can control is minimized, therefore your savings aren't maximized.
Cindy Yan: Sourcing is important because we are the team that can help enable the business to do their jobs, while we support them on all the vendor management and vendor evaluation efforts; including assessing the right vendor, negotiating the right contract with quality SLA's, quality scope of work, the right rates, and insuring that all our requirements are met to mitigate risk for the company.
Joe Frederick: When we run events, we go out to our BU's and have meetings with them. We use Scout for total transparency on these events. Scout is great at bringing in BU's and having them view events that we're running. Not only being able to run events, but to have stakeholder feedback into those events, so that we have total collaboration. With Scout, we're able to quote out, have negotiations and talk about vendors within these events with our BU's.
Greg Tennyson: Really the vision is bringing value back to the organization, and that value takes several forms: savings, better user experience, enabling the business to run their own event, pull down analytical data around spend. You know, stakeholder self-service as far as a shopping cart or requisition is concerned. We're really changing the model to make procurement more of an advisory function and leveraging technology to enable that vision. The vision, I get measured based on: savings and on the adoption of the technology, Scout has facilitated that, so it's been a nice marriage.
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