Procurement Management Tips

Imagine losing out on innovation and growth because of this. Inequality in business isn’t just unfair - it’s holding us all back right now. Did you know women perform 76% of unpaid domestic care work globally? That’s time and energy that could fuel careers, businesses, or innovation. Meanwhile, female-owned businesses receive just 1% of corporate procurement spending, and women-led startups get less than 2% of venture capital funding. Inequality like this doesn’t just hurt women - it holds all of us back. Here are 7 truths about inequality that cost us all: 1/ Women-led startups receive less than 2% of venture capital funding. ↳ Diverse investment committees could unlock untapped markets and innovations. 2/ Only 8% of CEO positions in Fortune 500 companies are held by women. ↳ Gender-diverse leadership boosts financial performance, yet many companies miss out. 3/ Women earn 77 cents for every dollar men earn globally. ↳ Pay equity could inject trillions into the global economy and boost productivity. 4/ There are 342 million male entrepreneurs globally, compared to 252 million female entrepreneurs. ↳ Supporting more women to start businesses drives innovation and strengthens economies. 5/ Female entrepreneurs only pay themselves 60-70% of what male entrepreneurs earn. ↳ Confidence and financial literacy programmes could help women value their contributions properly. 6/ 91% of women with children spend at least one hour daily on housework, compared to 30% of men. ↳ More balanced caregiving responsibilities would free up untapped talent. 7/ Women-owned businesses receive only 1% of corporate procurement spending. ↳ For me, this is the most shocking. Companies must prioritise diversity in their supplier networks. This isn’t about calling out men - it’s about working together as equal partners. After all, wouldn’t you want your mum, sister, or daughter to have the same opportunities as everyone else? When women thrive, businesses, families, and communities thrive too. 👇 What’s one action we can all take now to close these gaps faster? ♻️ Share this post with your network to raise awareness and inspire action. 🔔 Follow me, Jen Blandos, for daily insights on business, entrepreneurship, and workplace well-being.

Understanding the SAP MM Procure to Pay Process! The procure-to-pay (P2P) process in SAP MM is integral to efficient procurement and payment management. It seamlessly integrates multiple critical business functions, from requisitioning to payment processing, ensuring streamlined operations and smooth transactions. Here's an in-depth look at the P2P process: Requisitioning: The process begins with a requisition, a formal request for goods or services. This document details the specific items or services needed, their quantities, and the required delivery date. Requisitions can be created manually or automatically based on MRP (Material Requirements Planning) outputs, making it easier to keep track of requirements across the organization. Sourcing: Once a requisition is approved, the sourcing process begins. This involves identifying and evaluating potential suppliers. Supplier selection is critical and can be supported by SAP's vendor evaluation functionalities, which help in comparing supplier performance and reliability. Effective sourcing ensures that the best suppliers are chosen based on quality, cost, and delivery performance. Purchase Order Creation: After selecting a supplier, a purchase order (PO) is created. The PO is a formal document sent to the supplier, detailing the agreed terms and conditions, such as quantities, prices, and delivery dates. SAP MM allows for the easy creation and management of POs, ensuring that all necessary information is accurately captured and communicated. Goods Receipt: When the ordered goods arrive, the goods receipt process involves checking the received items against the purchase order. This step ensures that the correct items in the correct quantities have been delivered. Any discrepancies are recorded and managed, ensuring accurate inventory records and preventing payment for incorrect deliveries. Invoice Verification: The supplier sends an invoice based on the delivered goods or services. The invoice verification process involves matching the invoice with the purchase order and goods receipt. This three-way match is crucial for ensuring that payments are only made for received and correctly invoiced goods and services. Payment Processing: After successful invoice verification, the payment process is initiated according to the agreed payment terms. This final step completes the procurement cycle, ensuring timely and accurate payments to suppliers, which helps maintain good supplier relationships and credit terms. #SAPMM #ProcureToPay #SupplyChain #Procurement #BusinessProcess Follow NagaSindhuja Methuku

What if your biggest competitive advantage is hiding in plain sight in your competitors' customer complaints? While most B2B executives chase the latest growth tactics, strategic leaders are systematically mining competitor trust gaps to win enterprise deals. In today's procurement environment, trust isn't just a vendor evaluation criterion—it's become the decisive factor in contract decisions worth millions. The reality of enterprise buying is stark: procurement teams have stopped believing vendor promises. They demand transparency in pricing models, proof of service delivery capabilities, and verification of product claims. Most vendors fake this transparency with polished sales decks and case study theater. The winners convert their competitors' credibility deficits into contract wins. Here's how B2B growth leaders are operationalizing trust to capture enterprise market share: Audit Competitor Credibility Gaps. Deploy systematic analysis of competitor RFP losses, customer churn patterns, and service delivery failures. Every trust breakdown in their client base represents a qualified prospect for your pipeline. Engineer transparency into your sales process. Move beyond vendor presentations. Provide independent verification of ROI claims. Offer transparent pricing with no hidden implementation costs. Make radical honesty your competitive differentiation in the procurement process. Align revenue operations around building trust. Tie sales comp, customer success KPIs, and product delivery SLAs directly to trust-building behaviors. When trust becomes measurable in your CRM and tied to quota attainment, it becomes operationalized. Build enterprise trust intelligence. Create account-level dashboards tracking trust indicators across your target prospect base. Monitor competitor service failures, contract disputes, and client satisfaction scores to time your outreach perfectly. The enterprise opportunity is massive: procurement teams are actively seeking vendors they can trust with mission-critical initiatives. While competitors struggle with credibility issues, you capture their displaced enterprise accounts. Ready to transform competitor weaknesses into enterprise wins? Start with a systematic audit of trust vulnerabilities among your top 50 target accounts. The pipeline impact could be transformational. Read more: https://lnkd.in/eRV9sWAK __________ For more on growth and building trust, check out my previous posts. Join me on my journey, and let's build a more trustworthy world together. Christine Alemany #Fintech #Strategy #Growth

𝗧𝗵𝗶𝘀 𝗜𝘀𝗻'𝘁 𝗠𝘆 𝗣𝗿𝗼𝗯𝗹𝗲𝗺. I can never forget hearing those words from a key supplier early in my procurement career. We had a product delivery issue, and their response was blunt. The impact was not just the cost 💰 But reputational damage and a lot of operational chaos. At that time, I thought Why is this happening? But looking back now, after 16 years in procurement I see the root cause clearly: A Fractured Supplier Relationship. 𝗛𝗲𝗿𝗲’𝘀 𝘁𝗵𝗲 𝘀𝘁𝗼𝗿𝘆: Years ago, I worked on a resourcing project Where we sourced with a supplier solely based on pricing due to cost pressure. Communication was minimal, expectations weren’t formally aligned, and trust was non-existent. When challenges arose (and they always do) Instead of collaborating on solutions, it became a blame game. 𝗧𝗵𝗲 𝗜𝗺𝗽𝗮𝗰𝘁? 🚨 Delayed timelines and threat to customer line supportability. 💸 Expedited Premium freight costs that wiped out our “savings.” 🛠️ Resources diverted to firefighting instead of innovate. 💡 𝗪𝗵𝗮𝘁 𝗜’𝘃𝗲 𝗟𝗲𝗮𝗿𝗻𝗲𝗱: That experience taught me the hidden costs of poor supplier relationships: ➡️ Lost Agility: Without trust, suppliers are less willing to adapt during crises. ➡️ Higher Total Cost: Low price doesn’t mean low cost. ➡️ Missed Innovation: Strong suppliers often bring ideas to the table, but only when they feel valued. Now I’ve shifted my focus from just negotiating contracts to building partnerships. 𝗧𝗵𝗶𝘀 𝗶𝗻𝗰𝗹𝘂𝗱𝗲𝘀: 💎 Investing time in supplier development. 💎Ensuring open communication channels. 💎Recognizing their wins as much as ours. Today, my best supplier relationships feel more like strategic alliances. When problems arise, we tackle them together because trust has already been built. 🚀 𝗠𝘆 𝗔𝗱𝘃𝗶𝗰𝗲: Whether you’re in procurement or supply chain, don’t overlook the power of relationships. They aren’t just suppliers; they are your partners in success. 📢 Have you ever faced hidden costs from poor supplier relationships? How did you turn it around?

I strongly believe that technology can drive processes in a way that builds and strengthens trust between clients & vendors. Tech platform services have made processes in project procurement faster, data-driven, and transparent. Tasks like vendor scouting, assessments, and comparisons that once took weeks can now be done in days. Trust is built when decisions are backed by data and transparency—stakeholders understand why a vendor was chosen. Responsiveness is equally critical; when clients promptly address vendor queries, it fosters confidence on both sides. I remember we worked with a client struggling to find the right vendor for a specialized CapEx project. Through Venwiz, they: - Identified pre-verified vendors in a flash. - Assessed vendor capabilities with over 20+ custom data points. - Used the platform to share updates and ensure alignment with vendors. The result? A faster, more objective, and transparent process that strengthened trust on both sides. For me, the intersection of technology and trust makes decisions more objective and better informed. But these are my experiences, would love to hear your thoughts/additions. #Procurement #CapEx #Trust #Technology

What is Procurement to Payment (P2P) Process in SAP MM? The Procurement to Payment (P2P) process in SAP is a key component of the Materials Management (MM) module, which facilitates the entire cycle of purchasing goods or services from external vendors and ensuring payment for those goods or services. Below is an overview of the process: Steps in the P2P Process: 1. Requirement Determination Objective: Identify the need for goods or services within the organization. SAP Transactions: 👉 Create a purchase requisition (ME51N). 👉The purchase requisition may be created manually or automatically through the Material Requirements Planning (MRP) process. 2. Source Determination Objective: Identify potential vendors to fulfill the requirement. SAP Features: 👉Use the source list (ME01) or vendor master data. 👉Conduct a request for quotation (RFQ) if necessary (ME41). 👉A comparison of quotes (ME49) helps select the best vendor. 3. Vendor Selection and Purchase Order Creation Objective: Choose a vendor and create a purchase order (PO). SAP Transactions: 👉Create or modify a purchase order (ME21N/ME22N). 👉The PO serves as a formal agreement between the organization and the vendor. 4. Goods Receipt Objective: Receive and verify the goods or services. SAP Transactions: 👉Post the goods receipt (MIGO). Key Points: 👉Stock levels are updated. 👉Goods Receipt (GR) document is generated. 👉Quality inspection may be performed if configured. 5. Invoice Verification Objective: Verify the vendor's invoice for accuracy. SAP Transactions: 👉Post the incoming invoice (MIRO). Verification checks include: 1.Quantity 2.Price 3.Taxes 4.Payment terms 6. Payment Processing Objective: Make payment to the vendor as per agreed terms. SAP Transactions: 👉Process payment (F110 for automatic payments or manual processing via FB60/FB03). 👉Payment can be made through various modes such as bank transfers, checks, or electronic funds transfer (EFT). Key Components Involved:- Master Data:- 1.Vendor Master 2.Material Master 3.Info Records 4.Source List Documents Flow: Purchase Requisition → Sources Evaluation → RFQ→ Evaluation of Quotation → Purchase Order → Goods Receipt → Invoice → Payment Integration with Other SAP Modules: 👍 SAP FI (Financial Accounting): Payment and invoice processing. 👍SAP CO (Controlling): Cost assignment during procurement. 👍SAP SD (Sales and Distribution): For intercompany transactions. 👍SAP WM (Warehouse Management): For goods storage after receipt.

Early in my purchase career, I noticed a pattern. Our team would negotiate hard, close contracts, and move on. On paper—it looked perfect. 📉 Costs were reduced 📊 Reports were clean But something was missing. Suppliers didn’t feel like partners. They were just “vendors.” One day, a critical shipment got delayed. Instead of excuses, the supplier personally called and said: “Don’t worry, I’ll prioritize your delivery. You’ve always treated us fairly.” That moment changed how I saw procurement. It isn’t just about transactions. It’s about trust. Since then, my approach has been: ✅ Build long-term supplier relationships ✅ Focus on transparency, not just negotiation ✅ Treat every purchase as a partnership, not a bargain hunt And the results proved it: ✔️ Faster resolutions during crises ✔️ Better quality without micromanagement ✔️ A resilient supply chain built on mutual respect Management Lesson: In procurement, numbers matter. But people matter more. #Procurement #SupplyChain #Leadership #BusinessRelationships

🛑 Independent SAP Consultants = Your Early Warning System Let’s be clear, the best independent SAP consultants aren’t just there to crank out config... They’re your truth-tellers. Your red-flag raisers. Your early warning system when the project starts drifting. Here’s what they bring to the table: ⚠️ They flag design flaws early → Not just "can we build it?" but "should we?" Independents bring cross-client experience and will challenge assumptions before they get hard-coded. 📈 They call out scope creep in real time → Unlike vendor-aligned teams who may quietly stretch scope for more hours, independents speak up. They help keep the roadmap grounded and defend critical path priorities. 🛡️ They protect your internal goals over external politics → No pressure to upsell, cross-sell, or play internal politics within an SI. They’re loyal to your business outcome — not someone else’s quarterly target. Now let’s talk about the risk of not having this perspective on your project: ❌ Bad designs go unchallenged — until testing (or worse, go-live) ❌ SIs optimize for delivery, not sustainability — and you’re left holding the bag ❌ No one’s incentivized to protect your budget or internal team bandwidth ❌ Groupthink takes over — and risk goes undetected until it’s too late 🚨 We’ve seen it firsthand: One project had 12 SI consultants and zero independent leads. When testing failed, no one had the courage (or clearance) to say the design was flawed. They shipped it anyway — and paid for it in support tickets for 18 months. 💡The takeaway? A good SI will deliver. An independent will tell you if it’s the right thing to deliver. And that difference? That’s what keeps projects off the wall of shame. Your organization, your SI, your strategic partners and your promotion from within will thank you for thinking ahead and having a well rounded team at the helm of your digital transformation. #SAP #S4HANA #DigitalTransformation #IndependentConsultants #EarlyWarningSystem #ProjectRescue #EnterpriseIT #TeamDesign

Thriving in tough market conditions. I never forget, it was during the 2008 global financial crisis. Fast forward today, we are seeing a more challenging volatile market marked by shrinking budgets, rising competition, and customer skepticism. Many are struggling to win new clients. The economy had slowed, procurement cycles dragged on, and traditional sales tactics were falling flat. I knew that to survive, let alone thrive, I had to rethink everything. Instead of the pressure to push a deal, I had to take a different approach: solve before selling. My team and I spent time deeply understanding each prospect’s unique pain points, often before even pitching a service. In one case, we delivered a free, insightful diagnostic to a potential client, outlining inefficiencies and missed opportunities. That alone earned us trust and eventually, a multi-year contract. I knew that in turbulent times, relationships matter more than transactions. We doubled down on our network, reached out to past clients not to ask for business but to offer value, whether that was a market trend report or a strategic connection. The goodwill often returned in the form of warm introductions and unexpected leads. Finally, we embraced strategic agility. When one vertical dried up, we pivoted quickly, repackaging our core offering for adjacent sectors that were still investing. By focusing on relevance, not rigidity, we opened up a whole new pipeline. Here’s what I’ve learned. 🔅Focus on identifying and solving problems, not just pitching our service. 🔅Relationships drive deals, especially when clients are risk-averse. 🔅Be ready to pivot our approach, message, or target market in response to evolving conditions. 🔅In lean times, clients need to be crystal clear on the return on their investment, so is better to over communicate value. 🔅Play the long game. Not every conversation becomes a contract, but consistent value-building earns future wins. When markets get tough, average players retreat but winners adapt and engage with greater intention. Be the kind of partner your clients can trust when their margins are tight and risks are high. Show up with solutions, stay agile, and lean into your network. The opportunities are still out there, we just have to win them differently.

🚀 Excited to share a comprehensive breakdown of the SAP Order-to-Cash (OTC) cycle – from Inquiry to Payment – with detailed T-codes, integration points, and configuration steps! This guide is especially helpful for SAP SD consultants looking to strengthen their understanding of core OTC processes in S/4HANA. It includes: ✅ Functional process steps ✅ Key configuration points (VOV8, OVKK, VKOA, etc.) ✅ Integration with MM, FI, and EWM ✅ Real-time insights for Delivery & Billing 📥 Whether you are new to SAP or brushing up your skills, this breakdown can be your ready reference. Let’s connect and grow together in the SAP ecosystem! #SAPSD #OrderToCash #SAPConsulting #S4HANA #SAPSDConfiguration #SAPLife #StelliteWorks #SAPCareer #SAPIntegration