Supplier Information Management Archives

The Emperor Has No Clothes: The Harsh Truth of Missing or Dirty Data

by Jon Hansen, Chief Editor, Procurement Insights

Did you know the average number of webinars a company hosts annually averages between 23 and 25? I moderate a good number of webinars, but considering how many companies there are and multiplying that by 23 to 25, the total number is beyond fathomable.

The question is, how do you sift and choose the right webinar out of an abundance of options?

For me, the webinars I get the most from are those in which there is frank, at times thought-provoking discussion between industry thought leaders that provide unique insights you can’t get anywhere else.

Of course, the challenge is that many topics have been covered ad infinitum. When I agreed to moderate a panel discussion regarding missing or dirty data, my main concern was what more could be said that still needs to be said.

Panel Power

It turns out there is a great deal left to say – especially when you have an incredible panel. I know that the panel for this upcoming webinar, “Supplier Data: What you don’t know can and will hurt you,” is one such panel.

Between Tom Redman, Greg Tennyson, and Sai Nidamarty’s collective experience and expertise, you will never see data in the same way again.

How do I know?

I record and transcribe every dry run. For those unfamiliar with a webinar dry run, besides testing the connectivity regarding picture and sound, we engage in an off-the-cuff assessment of the subject we will discuss when we go live. I have done many of these – in fact, I have lost count, but this one was a little different. I am almost tempted to use this recording in place of the live event on May 18^th. Just kidding, but you get my point.

However, I will share a small excerpt of the transcript from the session with you because when you read it, I know you will want to sit in when we go live. Below is just a small sampling of what you can expect – not only concepts but tangible insights and answers to enable you to think of data differently.

Use the following link to reserve your seat at what promises to be a most memorable session: Supplier Data: What You Don’t Know Can (And Will) Hurt You.

The “Transcript”

Do we see it beyond, let’s say, the narrow scope of, well, there’s supplier data, there’s information, but overall understand the repercussions of data?

Tom Redman ·10:32

What were the repercussions here, Jon?

Jon Hansen ·10:34

Well, to start off, let’s put this way. The customers ended up being charged $150,000 on their credit cards, even though they only had a $10,000 limit. Let’s go to the next one. Another customer charged $674,000 for airline tickets, while others are paying free travel vouchers by paying taxes, associate fees, and they were told, oh, by the way, that was a mistake. We cancel all your flights. And then there’s even in terms of this data and the reach of it struggles, in terms of suppliers, in terms of engagement, in terms of filling orders. I mean, with Peloton, that cost them dearly. And they had to revert from going their usual route of shipping product by transport. They had to go to air transport, which increased their cost challenges. There Rotax, Bombardier, and again, this goes and ripples through the supply chain.

Jon Hansen ·11:39

The Russia that bombed Ukraine, and they found out that they had the Rotax and the Bombardier parts in there. So now there’s a big investigation. There’s potential sanctions, but it’s not only that company, the companies there Rotax and bombarding, but it also what will that do in terms of relationships? I mean, this is like, do we think about it in these real.

Sai Nidamarty ·12:11

Impact?

Jon Hansen ·12:11

Do you see what I’m saying?

Tom Redman ·12:13

Not yet. Who has actually been hurt by these?

Jon Hansen ·12:21

Okay, now that’s an interesting question. That’s why I asked these. Who does get hurt by this? I mean, maybe that’s what we have to look at with data. Who gets hurt when data isn’t accurate? To what extent does it impact the marketplace? What happens if, for example, with the Rotax and the Bombardier situation, where now all of a sudden, the whole supply network, including the smaller suppliers that contributed to the building of this product, get sanctioned and fined? What impact will that have on Bombardier’s customers, employees, the business? Do you see what I’m saying? I mean, it’s not just a balance sheet consideration here.

Greg Tennyson ·13:02

I’m following.

Jon Hansen ·13:03

Go ahead.

Tom Redman ·13:04

I’m sorry, Greg.

Greg Tennyson ·13:05

Yeah. No, I’m following, Jon. It’s a reputational risk. It’s the impact to the employee for loss of jobs. It’s the supplier losing revenue because now they have sanctions, they’re disbarred from doing business, etcetera. So the implications are far and wide.

Jon Hansen ·13:21

I think that’s really the whole messaging here. It’s like the Peloton. It wasn’t a question of whether or not they had the data. Reports show that they had the data available. They just didn’t know how to read it. They didn’t know how to recognize what the data was telling them. So even if you have data and everyone does, even if you cleanse that data and the process for doing that, I mean, reading it and being able to anticipate what it means, that seems to be a struggle for a lot of companies. Am I wrong?

Tom Redman ·13:57

I don’t know. Like, still, most of this I find maddeningly abstract. So what happened? Is Peloton as a result. I mean, is Peloton out of business? Right? Have sales tanked by 30%? Have people been fired, by the way? These things happen all the time, right? Yes, there is potential things that can happen. Right. But why are you looking at these not similar ones. Why aren’t you looking at the bad counting in the census, which caused three is it three or six? number of states to be misassigned their right number of representatives, which over ten years they don’t get the money they deserve of the 1.5 trillion that the government disperses annually?

Tom Redman ·14:53

I wrote a report one time in Peer and Sloan Management Review that synthesized this and said a good starting point for the cost of bad data for a company is 20% of revenue. Right. By the way, I mean, I do appreciate the need. For example, Boeing Seven is it the seven three seven max, which the sort of angle of attack sensors failed, crashed a couple of planes, cost 430 some people their lives. Right? Think of $100 million. Delayed all those planes from coming out. Right. Whipsawed through the supply chain. Those are tangible things that have happened.

Sai Nidamarty ·15:49

So you bring good points, Tom. There is a McKenzie study that is published, and I will get the links to that. There is 1% EBITDA big organizations lose because of supplier disruptions that companies don’t even know how to really manage or calculate it. Right? And that is all happening because of a lot of supplier disruptions, not having the proper supplier data, those kinds of things. Right? 1% EBITDA is a big number to really manage their supplier data in a way that they’re actually doing their whole supply chain with a lot of proper insights and coming out with accurate data. Right? Microsoft’s CEO said that data culture is very important for us. Every decision that we make should be based on the right data that we are having, and that way we can make the right decision.

Jon Hansen ·17:23

You hit it on the head and Greg, you put in the comment about Boeing 737 was a $2.5 billion impact. And Tom, when you mentioned about Peloton yeah, the CEO got fired. They lost a huge amount of money, market share. April Harrison indicated in the chat that they had a major recall of parts. What’s interesting about this, and this is what I wanted to bring out in these discussions is to turn it from a conceptual one to drilling down. What exactly are the impact in real world circumstances? What are the impact in terms of, again, $2.5 billion impact, greg, that’s significant. That’s money, but that’s lives and all other kinds of factors in there, let alone the damage to their brand.

Greg Tennyson ·18:03

Right, right. Completely agree.

Sai Nidamarty ·18:07

Yeah. And Tom, to your point, right. How is that impacting? Are people getting fired or are companies losing money? People may not be getting fired, but companies are losing money. It is affecting their revenue, it is affecting their profit margins, but no one is able to really articulate it in a proper way. Right? Because look at it right now, we are working with a client. They are a very large client, and they have almost 100 plus ERP systems. When each ERP, a lot of things are coming from acquisitions and they don’t all have proper data management. Data culture. Right? They’re creating a lot of data inaccuracies, a lot of mismatches, and that is actually driving their inefficiencies, driving a lot of costs and all that.

They understand it, but they don’t know how to fix it because all these organizations are creating their processes and change management so complex that they’re creating the problem. It is impossible without clean data. That’s precisely what I’m trying to allude to. Right? That change management makes it so difficult because it is all done by people and the processes are becoming so complex that this is becoming a very big problem.

Jon Hansen ·19:56

And what’s interesting, and you see this is the whole thing of what I want to do with this first step, and this is very much what it’s going to be like, the discussion. I’m not looking for consensus or Q and A answers. I’m looking at this from the standpoint of this kind of roundtable type of discussion where, Tom, you sit there and say, yeah, but what does that mean? What about this? Because I think there’s not enough clarity here. And when it comes down to the data culture statute, we got to create a data culture that everyone can make better decisions. Well, what’s a data culture? And I mean, even in a Harvard Business Review article, they’re talking about, yes, it’s a cornerstone creating a solid data practice foundation.

April Harrison May 15, 2023 Blog, Supplier Information Management 0 Comments Sai Nidamarty

What Is The Real Cost Of Missing Or Inaccurate Data?

by Sai Nidamarty, Trust Your Supplier Co-Founder & CEO

Let’s get the cursory narrative regarding the cost of missing data out of the way first.

We have all heard Peter Drucker’s business maxim, “If you can’t measure it, you can’t manage it,”. It is a timeless guidepost of how we run our businesses. By the way, Peter never actually said that, but that is a story for another day.

Then we can turn to the various articles and studies over the past few years reporting that bad or poor-quality data costs the U.S. economy $31 trillion annually. That’s a big number, and so is the finding that 90% of the world’s data was created in the last two years.

The above are all facts and verifiable. But what do they really mean? What does missing or inaccurate data really cost on a practical, everyday level?

There are better venues for a deep analysis than the limitations of an article or blog post. My focus today is to start a dialogue enabling you to transition data strategy from a broad horizon concept to an actionable on-the-ground understanding. In other words, you already know that data is important and that there are consequences for missing or inaccurate data. What’s needed now is to answer the question, what will you do about it?

Data Challenges

In an upcoming webinar, we will convene a panel of industry experts and thought leaders to closely examine data challenges from the following three critical points:

Data consequence
Data culture
3-Point centralized planning & supplier oversight data framework

When we talk about “data consequence,” we are not talking about broad-stroke generalizations but a fundamental and accessible understanding of impact.

For example, a news article reported that due to a data glitch, Hawaiian Airlines charged dozens of customers “hundreds of thousands of dollars in credit card fees.”

One customer reported being “mistakenly charged more than $150,000,” even though they have a “$10,000 limit on their Hawaiian Miles credit card.”

While another customer was charged $674,000 for airline tickets, others obtained free travel vouchers by paying taxes and associated fees. You can imagine the frustration when the airline canceled their flights.

Beyond a financial mess, the airline’s reputation also took a significant hit. How do you measure that in dollars?

Unfortunately, examples like the one above are not rare or isolated incidences limited to the travel industry. Nor do most cases present themselves in such a prominent and noticeable way. Data quality erosion is an even bigger problem because you may only recognize it once its impact is evident on a larger, less manageable scale.

Creating The Right Culture

Given the volatility of supply networks in the post-pandemic world, it isn’t surprising to hear the C-Suite talk about supply chain visibility, resilience, and risk management.

A recent post by Nick Picone regarding a contentious issue about inflationary price increases between a large, national grocery chain and Frito-Lay underscores the importance of data visibility and transparency.

But how do you get to the point of leveraging tools and technology to move from data darkness to data insight and understanding?

A May 2021 article in Procurement Insights highlighted the importance of creating a data culture starting at the C-Suite level. According to the author, CEOs must “recognize the importance of data beyond a conceptual perspective and see it in a practical bottom-line context.” Citing everything from “customer satisfaction and regulatory compliance” to employee empowerment, they make a strong case for “becoming a data-driven organization.”

The 3-Point Supplier Data Plan

Partner, Mitigate, Comply is at the heart of the 3-Point centralized planning & supplier oversight data framework. Going forward, I will call it the 3-Point supplier data plan.

The 3-Point supplier data plan focuses on providing tools and data for organizations to efficiently partner with trusted suppliers, mitigate risk, and ensure ongoing compliance.

In addition to data consequence and culture, during the upcoming webinar, the panel will get into the specifics of the above 3-Point plan highlighting how you can introduce it to your organization. Register to save your seat.

April Harrison April 14, 2023 Blog, Risk Management, Supplier Information Management 0 Comments Sai Nidamarty

The “Q” Word – Questionnaires

A favorite character in the James Bond series (other than James himself) is Q. Q always has these amazing hi-tech gadgets that save James from a certain demise at just the right time. Explosive alarm clocks, the Knife Shoe, exploding pens, a submarine Lotus Esprit, and of course the attacking sofa. He also has little patience for James and his laissez-faire attitude. Q is cool.

For your suppliers, what’s not cool is the “Q” word: Questionnaires.

Suppliers receive and return countless questionnaires containing dozens to hundreds of questions from each customer. Many of these questions are similar from customer to customer with slight variations and various formats. Just google “supplier questionnaires” and you’ll be overwhelmed with many template options and suggestions of what to include in your questionnaires.

So as a procurement organization, what should you include in your questionnaires? And how do you keep them up to date? Key global risks, evolving market conditions, geopolitical issues, and new compliance mandates require revisions to your questionnaires to collect crucial pieces of information from your suppliers. This is necessary to mitigate any risk to your organization.

Each time a company sends out a questionnaire or sends an updated questionnaire, the supplier must respond to each customer separately. The queue for having your specific questionnaire updated and returned can be quite lengthy, therefore creating a lag in the transfer of information. This lag leads to stale data and a lack of visibility to manage your company’s risk in current market conditions.

So, what’s the solution? The “S” word: Standardization. Trust Your Supplier (TYS) has pulled together a conglomerate of major buying organizations to develop a set of questionnaires that are standardized. These questionnaires cover industry, location, and buyer-specific issues that allow each organization to assign the relevant questionnaires to their suppliers. And these questionnaires are kept updated to reflect new requirements and regulations.

Here’s an example of how it works:

A set of questionnaires can be assigned to a supplier by a customer. Once those questionnaires have been completed and published by the supplier, the procurement team can review the answers. But there’s more! Suppliers can then share the same completed questionnaires with other customers…with just a click of a button. So instead of sending the same 200 answers separately to each customer, the supplier now just needs to focus on any unique questions a customer may have. This dramatically reduces the supplier’s administrative burden as well as the onboarding time and keeps their information current and accurate.

Let’s suppose this supplier has added a new product and now they are working with conflict minerals. No problem. The supplier can update the Conflict Minerals questionnaire and once published, the system will automatically notify every connected customer. The supplier’s new motto is now: “Do Once, Share with Many.”

These standardized questionnaires offer additional benefits to buyer teams. The TYS approvals workflow can be customized and automated with each questionnaire. Each answer can be “scored” based on your internal risk threshold. Any answer that does not align with your company’s preferred score will then be directed to the appropriate team role for further review and approval. This allows your team to focus on undesirable answers rather than spending time reviewing all answers.

Another TYS feature that softens the blow of the Q word is Questionnaire Groups. Depending on the supplier segmentation strategy, buyer organizations can use a targeted approach to send relevant questionnaires to a configured group of suppliers. These groups are customized by the buyer team and then assigned as a group to suppliers that fit into that category (i.e., location). This simplifies the questionnaire assignment process for the buyer team.

And the newest TYS feature is Predictive Questionnaires. Buyer teams can create a set of rules that will predict which questionnaires should be assigned to a particular supplier. This is tremendously valuable as new compliance regulations and laws come into play throughout the world, and provides the opportunity to reach more of your supplier base without further manual outreach.

Ultimately, standardization and automation result in benefits for both supplier and buyer organizations. The reduction in the onboarding cycle time allows transactions to occur faster and there is reduced administrative effort on both sides. Buyer organizations can also then benefit from having full visibility into their supplier base for strategic decision-making and risk management.

Check out a real example of how quickly suppliers can complete their profiles and questionnaires on the TYS system.

April Harrison January 24, 2023 Blog, Risk & Compliance, Risk Management, Supplier Information Management 0 Comments April Harrison, Compliance, Questionnaires, Supplier Onboarding, Supplier Risk Management

TYS Implementation Case Study

April Harrison November 15, 2022 Blog, Supplier Information Management, Telecom 0 Comments Supplier Adoption, Supplier Onboarding, System Integrations

FAQ: What is the Importance of Standardization?

Frequently Asked Question: What is the importance of standardization?

Trust Your Supplier has endeavored to bring together buyer organizations across and within industries to determine the best practices and key questions needed to ensure supplier questionnaires address compliance and risk perspectives. Our questionnaires were built with key regulatory questions that address global, local and industry specific requirements.

These standardized questionnaires and workflows reduce onboarding time by allowing suppliers to focus on any unique questions without having to readdress shared questions. This gives suppliers a better experience overall, while reducing time, effort and costs for both parties. Internally, organizations can move in an agile way to get the suppliers they need and meet their goals & deadlines.

Watch this short video to learn more. https://trustyoursupplier.com/resources/cycle-time/

April Harrison July 20, 2022 Blog, FAQ, Risk Management, Supplier Information Management 0 Comments Supplier Adoption, Supplier Onboarding

FAQ: Why Supplier Management?

Frequently Asked Question: Why did Trust Your Supplier choose to tackle supplier management?

We realized that there was a large gap in the reliability of supplier data. With today’s supply chain risks, volatility in supply, and the increased regulatory situation, traditional methods to discover, onboard and monitor suppliers can’t keep up with the pace of changing information.

Fundamental to all supply chains is the “supplier”. Globalization requires proper vetting and risk assessment of suppliers across a broad spectrum of subject areas to ensure trust, transparency, and compliance with global regulations.

The pandemic has demonstrated that a lack of supplier diversity and reliance on one or two concentrated suppliers can lead to a total supply disruption, higher costs, and process inefficiencies. As part of their material risk and qualification assessments, investors, buyers, and consumers are requiring suppliers to demonstrate ESG and sustainability initiatives.

Our parent company, Chainyard, believes that a blockchain-powered solution such as Trust Your Supplier is foundational to the future of supplier management.

April Harrison June 20, 2022 Blog, FAQ, Risk Management, Supplier Information Management 0 Comments

Trust Your Supplier Whitepaper Download

April Harrison April 18, 2022 Blockchain, News, Supplier Information Management 0 Comments

The Path to Reducing Cycle Time

April Harrison January 4, 2022 Blog, Supplier Information Management 0 Comments Supplier Adoption, Supplier Onboarding

9 Ways to Know Procurement Has Outgrown Excel

Microsoft Excel is a great product that has been the mainstay of business data and calculations tools for decades. It’s easily available, considerably stable, and most computer-savvy users can learn it. However, it does have limitations, and as your business grows, you’ll notice some disadvantages when relying solely on Excel. So how can you tell if your procurement department has outgrown Excel and needs a different technology?

Read more about this topic on the Buyers Meeting Point blog at

https://www.buyersmeetingpoint.com/digital-transformation/entry/9-ways-to-know-procurement-has-outgrown-excel

#digitalprocurement #supplierrelationshipmanagement #digitaltransformation #BuyersMeetingPoint

April Harrison December 14, 2021 Blog, Supplier Information Management 0 Comments

Good Advice From Joyce Harkness

In the United States, we will be celebrating Thanksgiving this week. Our time is spent sharing food and other traditions with family and friends. As I’ve been making preparations, I remembered some family-themed advice given to me by Joyce Harkness.

Joyce joined me on an episode of the Procurement Block podcast and as a single, working mother offered up this tip for managing work and family: “We have a shared online family calendar. At the beginning of each school year, we would put the usual school and family events in the calendar. And then it helps us then have conversations about who’s attending what.”

Joyce was such a pleasure to have on the show. If you haven’t had a chance to listen to her episode on Supplier Information Management, you can check it on below.

Happy Thanksgiving!

https://trustyoursupplier.com/procurement-block/podcast-s1e4/

April Harrison November 22, 2021 Blog, Podcast, Risk Management, Supplier Information Management 0 Comments