应付账款， 付款， ， Solution Providers， Technology 我们的分析团队发布了支出事项PRO简介，其中涵盖了AP自动化和B2B支付技术的功能组件，深入了解这两种功能如何互操作，以及为什么它们对用户(中小企业、中端市场公司和大型企业)特别有价值。从本质上说，这两个领域的交集解释了AvidXchange主要针对中小企业组织的增长和成功。这两者都有高度理性和优先级的需求，特别是在数字自动化在劳动力市场紧张和现金仍然为王的情况下。但是，从一个投资主题的潜力来看AP自动化和B2B支付技术的交集(更不用说AR、营运资本、财务和相关领域)，不仅仅是今天的主要业务用例。这篇“花钱很重要”的文章充实了我自己的三个假设，从投资的角度来看，为什么这个市场在采购技术方面可能比其他所有市场都要好(更不用说一般的企业技术了)。Let me share a quick word of caution before I start: This research brief breaks with recent Spend Matters tradition and is based on qualitative insights from discussions with friends in the industry and investors. I do quote from our previous insights, which I think is necessary to make the arguments that I’m about to share. (If you want hard benchmark data and analysis of vendors and the market, read the work of my colleagues!) |
Tags: Sourcing and Categories Here’s a quick rundown of news and thoughts from particular commodity markets, including aluminum prices, steel prices' potential seasonal lull and the Energy Information Administration on natural gas prices this winter.MetalMiner, a sister site of ours, scours the landscape for what matters. This week: |
Industry News, Innovation, Public Sector, Technology Tags: EU, News, Public Sector Public Spend Forum (PSF) is a public sector procurement global community and market intelligence platform dedicated to improving public buying everywhere and opening up government markets. GovShop is its free-to-use government market research tool for finding and connecting with suppliers. Here's the latest from PSF. |
应付账款， 付款， ， Solution Providers， Technology 当Coupa首次公开募股并开始公开市场攀升时，它从投资的角度开始关注采购技术。尽管近年来AP自动化市场一直备受关注——AvidXchange、Tipalti和Tradeshift等公司的独角兽估值——但还没有一家估值高的专业供应商上市。但当AvidXchange成功进行IPO时，一切都改变了。该公司以每股25美元的价格发行股票，筹资6.6亿美元。这使得该公司的企业估值约为50亿美元。对于那些新AvidXchange,我们总结了供应商在以下简短——AvidXchange IPO分析:< a href = " //www.walhrc.com/2021/09/21/avidxchange-ipo-analysis-a-look-behind-the-curtain-s-1-review-vendor-summary-swot-and-outlook/ " >看看幕后(s - 1审查,供应商汇总,SWOT和前景)< / >。Granted, AvidXchange is not entirely alone as a publicly traded AP automation vendor. Glantus, an Irish-based AP automation firm, also had a successful IPO this year, but its revenue is a fraction of Avid’s, and its enterprise value is less than $100 million. BottomLine and Bill.com also are public companies that serve the AP automation market, but both have multiple P&Ls outside of the AP area. So the questions remain: Could AvidXchange’s IPO do for this market, and associated sectors, what Coupa did for procurement technology? And may this market prove even more attractive than procurement alone? Based on interviews with dozens of clients, investors and partners in the AP ecosystem and Spend Matters research, this two-part Spend Matters PRO series provides insight into why the market is zeroing in on AP automation as the next big technology thing. Today we begin by providing an introduction to the functional components of AP and B2B payments for those who are new to the sector, and we explain why these areas are sticky and attractive for solution providers, including key takeaways for those who are brand-new to the area and just need to know the salient points. Additional data and insight on AP automation and providers can be found for those who want to further unpack and flesh out their understanding of AP automation and B2B payments capabilities and requirements, including the competitive landscape of providers, how they stack up and which segments they serve: See our PRO analyst content for AP Automation/Invoice-to-Pay here. See our vendor rankings in SolutionMap for AP Automation and I2P. See our PRO content on payments technology vendors here. |
， Solution Providers， Technology < a href = " //www.walhrc.com/tag/eu/ " rel = "标签" >欧盟< / >,< a href = " //www.walhrc.com/tag/general-news/ " rel = "标签" >一般新闻< / > < / p >跟上市场需求的波动,采购组织必须拥抱技术,最佳实践和“最佳实践”是一个移动的目标。正如你可以从"Future 5"公司中看到的，这些采购技术初创公司总是在现有技术的基础上走得更远，或者他们完全引入了一个新的自动化类别。
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Tradeshift表示，从其在美联社自动化和金融科技市场的地位来看，虚拟卡的使用正在大幅增长。和首席执行官兼联合创始人克里斯蒂安·朗(Christian lang)对Spend Matters表示，新冠疫情的影响为去年的使用量奠定了基础，但他表示，其他因素也导致了使用量的激增。该公司表示，其虚拟信用卡产品Tradeshift Go今年将处理25亿美元的刷卡量，比2020年增加了6倍。目前该产品仅在美国使用。 |
最佳实践， 会议， ， ， ， Public Sector， Supply Chain， Sustainability， Supply Chain， Tail Spend， Technology conference and Events， EU，可持续性 上周，我们参加了第三届年度亚马逊商业交易所(ABX)活动，与我们一起的还有来自欧洲各个规模的私营和公共部门组织的1500多名采购负责人。这是亚马逊商务的又一次成功，也是一次很好的机会，可以向亚马逊商务的客户、高级采购领导和行业专家学习如何通过简化日常采购流程来提高采购效率和节约成本。今天的主题是采购如何推动数字化，对组织产生战略影响，并支持其可持续性努力和目标。 Here we highlight the sustainability theme outlining the key takeaways from a panel session on designing procurement to enable sustainability. |
Accounts Payable, Analytics, Contract Management, E-Sourcing, eProcurement / Procurement, Market Intelligence, P2P, Procurement Strategy & Planning, Services Procurement & Contingent Labor Management, Solution Providers, SOW, Supplier Management, Technology Tags: EU, Sourcing and Categories For the 8th year in a row, Spend Matters has released its annual “50 Procurement Providers to Know” and “50 Procurement Providers to Watch” lists — plus the 3rd annual “Future 5” list of noted start-ups. Each year, our technology analysts assess the capabilities for an array of companies across 10 procurement technology market sectors to determine the lists totaling 105 vendors in the industry. These represent the best-in-class companies you need to know about as well as the up-and-coming, growing firms to keep your eye on.This year, the lists are being released in conjunction with the SIG Global Executive Summit taking place Monday through Wednesday in Carlsbad, California. Sourcing Industry Group CEO Dawn Tiura said: “The analysts at Spend Matters bring technology alive and always provide such incredible insights for our members.” |
Business Process Outsourcing, Change Management, Managed Services, Procurement Strategy & Planning, Solution Providers, Technology Tags: PRO In Part 1 of the Spend Matters PRO series “Procurement Services Market Landscape Report and Directory,” we started with the chief procurement officer (CPO) essentially being the “CEO” of a spend/supply management services business. This business includes seven major service areas:
It is hard to overstate both the importance and the complexity of these services in industries where supply chains and suppliers are so volatile and complex right now, and the fact that there are so many internal stakeholders and external technology/service suppliers that have their own ideas of how they plan to run their own services and ecosystems. There is massive complexity here, but also massive opportunity. It’s a chance for CPOs to build out their services business on what they really need: a next-generation Procurement-as-a-Service Digital Platform (which doesn’t really exist yet) in the broadest sense — i.e., the ability to mix and match processes like Business-Process-as-asService), enabled by highly modular SaaS, built on emerging application Platform-as-a-Service (aPaaS infrastructure such as low/no-code tools), iPaas for integration, DaaS for outside-in data/intelligence flows and underlying infrastructure. To build this out, CPOs are going to need a lot of help from the procurement “XaaS” ecosystem, even though that ecosystem is highly in flux. And this problem is an even bigger issue for the services providers, which are either supporting pieces of this puzzle or are tasked with assembling this for their large, complex clients. To do so, CPOs will need to understand their current/future options and then determine the best fit strategy for them. Previously, we identified a basic segmentation model for the procurement XaaS market that starts with demand segmentation and the “CPO as service provider” (and strategic value partner and ecosystem builder … there should be no conflict with this). The basic approach is to segment out your processes/services by process scope (e.g., upstream source-to-contract vs. downstream procure-to-pay) and by spend category (e.g., indirect vs. direct) to create your “market basket for procurement services” (individually and collectively) and then consider your supply-side service provider options. The more granular that you break this up, the more flexibility you have with best-of-breed options, but also the greater number of integration points and points of failure. This is only getting made more complicated with agile development processes that are quick to roll out new bite-size apps that might bite you back if you’re not planning for a cohesive architecture (e.g., composite data models and master data harmonization and synchronization). To help take the services landscape basket out to the market (which is full of different vendors, we created a basic segmentation framework on two dimensions that generally encapsulates the market:
For No. 1 above, you may strategically partner with a large BPO that becomes a large virtual extension of your own organization and that helps craft an ecosystem for/with you built on next-generation digital platforms for intelligent automation and analytics (and integrating it to a fragmented flotilla of ERP and S2P applications that your business has built up over over the years) — even if you have a somewhat reduced menu of choices that your provider supports well. You are driving the strategy and services, and you are excellent at managing a large complex services relationship with this partner that has become your “easy button.” On the flipside, your own IT organization may be excellent, but you need third-party transformation services not wedded to any ecosystem, and you want the best thinking, best business models and best emerging practices — and you’ll figure out how to stitch it all together. For No. 2 above, you may want to engage a single trusted advisor that knows your organization and can help you both create the strategy and roll up some sleeves to help you implement it, all the way through implementation of standardized S2P application suites. Conversely, you may want the absolute best objective thinking on strategy without any preconceived notions or subtle bias toward implementing technology strategies and solutions (and associated tech-vendor practices). Once you’ve identified your general strategy, then you can home in on the best-fit service providers to engage to start building out your new ecosystem. To help in this effort, we organized our analysis on these dimensions so that we can try to best help match procurement service supply in the ecosystem to procurement service demand by procurement organizations. Also, since we serve the entire procurement provider ecosystem, we are developing this intelligence to help the supply side of the equation to help providers identify partners that they can engage operationally or “strategically” to help make sure that their part of the ecosystem is appropriately broad and/or deep. Given this context, here’s what we did and what we learned … |