Reports and Standards Compliance
Managers are usually interested in two types of purchasing reports. Diagnostic reports summarize the results, i.e., the outcome of a tender, how many tenders over a period of time, what savings, buyer utilization, supplier dashboard.
Reports and Standards Compliance
📌 Managers are usually interested in two types of purchasing reports. Diagnostic reports summarize the results, i.e. the outcome of the tender, how many tenders over a period of time, what savings, buyer utilization, supplier dashboard.
📌 Process reports, on the other hand, inform about the type of tenders, number of participants, e-auction dynamics, length of tenders, non-standard operations of buyers/internal customers.
📌 The Promitea purchasing software places great emphasis on standardized reports that are precisely tailored to user requirements. However, the real challenge is not to create the report, but to interpret the information presented correctly and do something useful with it.
👀 Let's see how Promitea users use the reports in practice:
📌 Diagnostic reports summarize the results: managers use them to distribute new tenders in order to optimally use the capacity of the purchasing team, buyers use them as a "dashboard" of ongoing tenders and deadlines as well as to analyze the activity and success of suppliers, controlling is interested in achieved savings and top management in the overall performance of the purchasing department.
📌 Process reports show whether the result was achieved by the correct process, e.g. all changes are archived and recorded in a log, which ensures transparency and allows tracking the history of purchasing processes.
📌 The length of the purchasing process and its individual phases is also interesting, and it is also worth mentioning the indicators that warn of a worsening situation - fewer suppliers in the tender, little competition in the e-auction, inappropriate setting of the tender procedure.
Effective purchasing, aligned with the company's key needs, contributes to long-term goals such as profitability, competitive advantage and growth in company value.
In this article we take a detailed look at the issue of home-grown software add-ons, which are found in many companies and which, despite all efforts, usually represent a major obstacle to effective and professional purchasing.
I confess that when I became a purchasing director with the authority and responsibility to develop my department, my primary focus was on developing purchasing skills, collaboration with other departments, centralization, purchasing controlling and implementing at least minimal supplier relationship management.
Qualified suppliers who know our business perfectly, have the necessary technology, innovate and continuously improve are a source of competitive advantage for every company. It is therefore no surprise that buyers guard their know-how in supplier management like an eye in the head.
Return on investment within the first year of project implementation.*
*The ROI estimate is based on real data gathered from our clients and their successfully completed projects.
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