Organizations strategically manage 80% of their spending that frequently fall with roughly 20% of their suppliers. The other 20% of spending falls in tail spend category. Frequently this area is overlooked and have potential savings in the range of 10-40%. Dileep addresses how to tackle tail spend, common expense categories that make it up and same case studies to help you visualize the potential for tail spend savings at your company.
Learn about the four keys to strengthening and improving your Supply Chain. Benchmark your supply chain procurement process against the activities of good, great and exceptional finance teams are doing. Dileep also shares steps you can take to capture improvements in the top categories ripe with opportunity.
The single most common problem I’ve come across over the years isn’t coming up with KPIs, it’s coming up with a small selection of the right KPIs.
Compared to other organizational functions such as Sales, Marketing and Supply Chain, the Finance function is often lagging behind when it comes to embracing innovation.
In today’s era of disruption and rapid technological advancement, the only way CFOs and Finance teams can ensure sustained relevance and create value across the enterprise is through innovation and reinventing themselves regularly.
A poorly defined KPI makes the KPI worthless, or worse. In this quick piece Bernie describes what a ‘woolly word’ is, the impact they have when used with a KPI and advice on how to avoid them.
