Session outlines, panel questions and discussion guides for expert-led technology conversations. This focused collection applies the format to procurement technology decisions.
Decisions about category management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about contract lifecycle management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about procure-to-pay improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about procurement analytics improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about procurement intake improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about purchase approvals improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about renewal management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about savings tracking improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about software procurement improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about spend analytics improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about strategic sourcing platforms improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about supplier diversity systems improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about supplier risk management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about third-party risk workflows improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Decisions about vendor management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
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