Çeşitli Tedarikçilerle Aylık Harcama – Tedarik Zinciri Çeşitliliğinin İzlenmesi

Recommendation: implement a per-period expenditure dashboard that highlights varied vendor participation, starting with a 90-day onboarding sprint to establish data foundations. Bu team should appoint owners from purchasing, finance, and category leads, and the most odaklı employees must drive cadence and visibility for cross-functional insight.

Define Gereksinimler for vendor records, making optional fields like ownership, location, and black-owned status available without stalling the core data feed. This maintains optionality for these attributes while enabling richer reporting. because these inputs are optional, you avoid creating friction while enabling richer reporting. The onboarding workflow yardımlar teams collect the signals consistently, yardımcı oluyor teams onboard varied vendors, while a guardrail restricts overreach in data collection.

Establish concrete targets: the per-period expenditure share directed to varied vendors rose by a defined delta within 12 months, likely driven by improved onboarding and standardized processes. Bu team monitors renewal rates and higher retention of partners, with most gains realized when cross-functional groups participate. Implementation of governance and a simple data pipeline reduces risk and ensures consistency.

Incentives and controls: consider offering coupas tied to onboarding milestones to encourage participation by varied vendors. This yardımlar measure engagement and ensure the optionality does not erode data quality. mandates around data fields exist, and the implementation plan includes training and runbooks to keep teams aligned. The processes are straightforward, and retention improves as transparency rises.

To sustain momentum, align with HR and operations to ensure the vendor ecosystem supports workforce goals: a broader set of partners can raise retention and empower teams, particularly where employees seek equitable opportunities. Link the dashboard to onboarding metrics and ensure results remain actionable for leadership to adjust the plan, avoiding bottlenecks and bias.

Monthly Spend with Diverse Suppliers: Planning, Tracking, and Practical Steps for a More Diverse Supplier Base

Adopt a centralized dashboard in Coupa to surface opportunities among vendors owned by minority groups, especially black- and women-owned operators, and set a clear goal for the share of purchases directed to these providers.

Establish governance around planning with a cross‑functional group of leaders spanning finance, operations, and category partners, and formalize standards for evaluating candidates from pools of vendors across regions, plus initiatives to accelerate engagement.

Collect data points on expenditure, contracts, lead times, and performance by vendor groups, and translate results into actionable steps to expand engagement.

Engaging with the network of providers: build pools of eligible vendors, document reasons for prioritization, and create a continuous feed for adds and removals based on capability and track record.

Track savings and value delivered by inclusive sourcing efforts, and report against goal milestones in the dashboard to demonstrate measurable impact to leaders and stakeholders.

Align with industry standards and leverage external agency insights; engage bains colleagues and partner networks to broaden opportunities across organizations and markets.

Key reasons for action include building an inclusive ecosystem, reducing risk from sole-source dependence, and closing the difference in access to growth among market segments.

Adopt a disciplined cadence, publish quarterly updates to the agency and board, and empower teams to pursue opportunities with willing vendors across regions over time, thereby achieving measurable savings and stronger community impact.

Definition: What counts as Spend With Diverse Suppliers?

Recommendation: Count only outlays that reach certified minority-owned, women-owned, veteran-owned, LGBTQ+-owned or disability-owned firms, verified by a registry. Exclude intragroup transfers and internal reallocations. Processing should render ownership tags and contract values for audit, so the figure accurately reflects the share and can increase over time. The approach scales across the pipeline and has been shown to work in large programs.

What counts in practice: external payments to eligible vendor entities, with executed contracts and verified ownership. Ensure tags are based on registry status and are not retrofitted for one-off deals. For geographic scope, include york and broader markets if the firms meet criteria. These steps prevent bias and widen the pipeline, making it easier to increase quality and coverage among partner networks. This reference york market helps calibrate targets.

To ensure credibility, broaden optionality by maintaining a broader roster and using coupas to render the pipeline. Assume onboarding pace will vary; when a large contract closes, govern based on registry status and committed SLAs. Among these measures, partner controls limit risk in value chains, restricts exposure to underperformers, and track the yüzde toward committed targets. These steps keep the program aligned with quality standards and are based on transparent data processing.

Metrics should render a clear picture of the share, reported by category, geography, and lifecycle stage. The core yüzde is total eligible outlays against total outlays processed in the period, with a breakdown by category (woman-owned, minority-owned, veteran-owned, LGBTQ+-owned, disability-owned, local and small businesses). Ensure the data is based on registry status and confirmed by invoices. The approach should increase quality and increasing breadth of the vendor base over time, with committed targets and regular refresh of the pipeline.

Execution guardrails: lack of data will happen if onboarding stalls. Set a data model aligned with commitments; when business conditions shift, adjust targets. Youre team reviews results quarterly to keep momentum. Ensure cross-functional ownership and governance; among these steps, maintain a fully documented pipeline with clear partner contracts. These actions keep the effort credible and scalable, especially in large, multi-region programs.

Monthly Tracking: Data sources, cadence, and validation

Recommendation: establish a united data spine that consolidates ERP records, supplier master data, contract analytics, and product catalogs. This backbone fuels coordinated initiatives, engaging employees, and enabling decisive execution.

Data origins: Use four sources: purchase activity, supplier attributes, product attributes, and contract terms. Create a single data dictionary and a canonical key chain to link records. This approach reduces lack of alignment, avoids underinvest, and yields a unified view youve got opportunities across categories. Regular audits prevent overlook of missing attributes.

Cadence: implement a four-week cadence for data refresh, calendar-month dashboards, and quarterly validation cycles. Assign a standalone owner for each data domain to avoid silos and ensure consistent numbers across teams. This cadence could highlight opportunities to close gaps.

Validation: perform cross-source reconciliations, anomaly detection using simple thresholds, and data quality checks focusing on completeness, accuracy, and timeliness. If anomalies occur, trigger a root-cause review and adjust data pipelines before execution restarts.

Yönetişim ve metrikler: couple business objectives to a diversity target expressed as a percentage of purchase activity from diverse product groups and supplier tiers. Track carbon intensity per category and report progress against targets. Allocate resources to underinvest areas by linking talent and supplier development to these milestones. Use a unified channel to share updates across the chain of teams.

Talent and engagement: align initiatives with employee development, ensuring willing participation across functions. Publicly recognize progress and set objectives that are almost tangible. Ensure youve got a clear percentage of targets attained, and that the efforts are united and cohesive. sure, value across teams is higher when employees see opportunities to influence outcomes.

Step 1: Policy alignment, governance, and baseline spend visibility

Adopt a centralized policy alignment and governance charter; assign executive ownership to a firm sponsor; ensure baseline spends visibility across organizational units and companys. Create a single source of truth, a dashboard in Coupa, and data standards to align actions across the network.

• Policy scope and owners: Appoint a governance council including finance, sustainability, and operations; sponsor: david; ensure representation across units.
• Data foundation: Build a master file for spends, supplier master, and tier mapping; enforce data quality and cross-source reconciliation.
• Dashboard and sources: Configure a best-in-class Coupa dashboard; pull inputs from certified suppliers; track spends by tier, category, and region; include carbon impact indicators; maintain coupas status as an element in supplier records.
• Baseline metrics: Establish a spends baseline for 12–24 months; capture shares by tier and by sources; set target improvements in certified supplier engagement.
• Cadence and actions: Set recurring reviews and assign actions to owners; ensure progress is shared across the network and units; document outcomes and next steps.
• Priorities and resources: Prioritize high-spend categories and high-carbon sources; allocate resources to top initiatives; align with organizational priorities and potential savings opportunities.
• Engagement and embrace: Encourage adoption of Coupa catalogs; embrace certified suppliers; share best practices across teams.
• Controls and risk: Implement policy checks at requisition and purchase order levels; ensure compliance across tier 1 to tier 3 sources; monitor violations and adjust promptly.
• Outcomes and growth: Track spends, supplier progress, and network impact; report to executives via dashboards; monitor progress toward savings and carbon goals.

Regular reviews enable fast adjustments to sources, accelerating progress and unlocking the power of data-driven decisions to grow sustainable operations across the organization.

Step 2: Expand the diversity supplier pool and onboarding

Great starting move: expand the supply base across five industries by targeting varied vendor profiles. Build a data map of current providers, identify gaps, and set a goal to increase the percentage of outlays allocated to new providers by 15 percentage points within 90 days.

Implement a focused standalone onboarding blueprint led by katie and agency partners; define minimum capabilities, risk controls, and certification options, preserving optionality for a subset of providers. Assign managers to oversee onboarding actions and track progress through a simple dashboard.

Managers should not overlook unknown capacity constraints; progress across industries is tracked via a lightweight scorecard that highlights changes in the mix of new entrants, the percentage of onboarding completions, and time to activation. Managers should review this quarterly and adjust actions accordingly to close gaps.

Initiatives across the agency network include vendor fairs, cross-network outreach, and a transparent certification option to help increase access; a standalone knowledge base, templates, and a lean approval path deliver less friction and reduce resources required for applicants, boosting expertise and your savings.

This approach yields higher savings for your organization; percentage gains are measured quarterly to verify impacts, and the agency-led framework supports ongoing changes, increasing participation from varied providers across other industries.

Step 3: Integrate diverse suppliers into sourcing events and evaluation criteria

Recommendation: initiate a three-tier engagement plan that places minority-owned firms into sourcing events, guaranteeing at least one tier-1 firm per session and two tier-2 firms per quarter to expand optionality and purchase options.

Execution steps: define the event calendar, assign managers to each category, and embed a scoring rubric into the selection process. Daryl leads the program; Rose compiles live data; Batra flags risk and ensures alignment to organizational standards. Their teams coordinate across resources, ensuring orders are placed and tracked through a centralized processing flow, which improves processing time and reduces cycle time by up to 20% within the first year.

Evaluation framework: Build a rubric covering capability, capacity, cost, quality, and carbon impact. Score each partner on a 0-5 scale, weight tier-1 40%; tier-2 35%; tier-3 25%; a threshold of 3.5 for inclusion in active programs. The framework should be applied to all events, beyond the standard cycles, and kept as a standalone module so that managers can reuse it across programs.

Operational rules: require at least one minority-owned firm in every purchasing cycle; create a quarterly spend coverage report that shows spend allocated to this group; use data to grow resources, increase savings, and manage classification. This approach covers the challenge of limited capacity and ensures ongoing alignment with organizational goals. Over the years, large teams benefit from technology-enabled governance, which keeps processing scalable and transparent.

4. Adım: Ölçümleyin, ilerlemeyi bildirin ve tedarik zincirinde amaç ve ESG ile liderliği hizalayın (Coupa CEO perspektifi)

Öneri: Çeyreklik, ESG uyumlu bir gösterge paneli oluşturun; bu panel, çeşitli bir satıcı havuzu genelindeki harcamaları gösterir ve kadran bazlı hedefler ve yönetici görünürlüğü sunar. Bu yaklaşım, amacı somut eylemlere dönüştürür, organizasyonel odaklanmayı artırır ve ekipler genelinde değişimi hızlandırır.

1. Metrikler ve hedefler

   ESG amacını eyleme döken temel bir ölçü seti tanımlayın: kadınlara ait tedarikçilere yapılan harcamaların oranı, havuzlardaki coğrafi dağılım, tedarikçi performansı, kademeler arası sözleşme kapsamı ve ESG puanı uyumu. Veri kalitesi genellikle başlangıçta kaba olur; minimal, denetlenebilir bir setle başlayıp aylarca temizleme yoluyla iyileştirmeyi öğrendik. Bu, kuruluşların ilerlemeyi izlemesine, değişiklikleri benimsemesine ve ekipleri verimli, performansa dayalı çalışmaya yönlendirmesine yardımcı olur. Dörtlük görünümü, kadınlara erişimi artırma ve tedarikçi ağı genişletme fırsatlarını vurgular.

2. Veri yönetişimi ve kalite

   Tedarikçi kayıtlarını, ESG niteliklerini ve performans sinyallerini birleştirerek tek bir doğru kaynağı oluşturun; standart taksonomi ve otomatik temizleme uygulayın. Çapraz sistem eşleştirme yoluyla, aylık olarak çeyreklik bazında istikrarlı görünürlük sağlarsınız. Bu, belirsizliği azaltır, eylemi hızlandırır ve ağı daha verimli hale getirir. Kuruluşlar, kadınlara ait işletmeler ve diğer temsil edilmeyen gruplar için erişimi iyileştiren değişiklikler yapabilirken, risk kontrollerinin kapsandığından emin olabilirler.

3. Raporlama sıklığı ve paydaş erişimi

   Yönetici komitesine ve kurula üç aylık raporlama döngüsü benimseyin ve performansı, ESG uyumunu ve tedarikçi seviyesindeki riski özetleyen gösterge tabloları oluşturun. Finans, sürdürülebilirlik, operasyon ve kaynak sağlama ekipleri için, gerektiğinde dış denetçiler için erişimi sağlayın. Bu yaklaşım hesap verebilirliği teşvik eder ve liderliğin amaca uygunluğunu sağlamasına yardımcı olur. Rapor, teknik bilgisi olmayan okuyucular için öz bir anlatı ve analistler için ayrıntılı bir veri ekini içerir, karar alma sürecini hızlandırır. Quartile hedeflerine karşı performansı ve havuzlar arasındaki ilerlemeyi dahil edin.

4. Liderlik uyumu ve hesap verebilirlik

   ESG amacına uygun olarak teşvikleri ve yönetişimi hizalayın. CEO ve kıdemli liderler, çeyreklik incelemelere ve tedarikçi ağında kapsayıcılığı, kapasite geliştirme ve çeşitliliği destekleyen kaynakları tahsis etmeyi kamuoyuyla taahhüt eder. Bu tempo, organizasyon içinde elektrikli bir enerji yaratır, ekipleri değişiklikleri benimsemeye, yetenek geliştirmeye ve performans iyileştirmelerini teşvik eder. Liderler, organizasyonel birimlerin ölçülebilir sonuçlar sunmasını ve kadınlara ait tedarikçilerin havuzlar ve kantiller genelinde fırsatlara erişimini sağlamasını gerektirmelidir. Bu, hesap verebilirliği sağlar ve etkiye odaklanmayı sürdürür.

5. Kapsama dahil etme ve fırsatların genişletilmesi

   Çeşitli satıcılar için fırsatlara erişimi, özellikle kadın liderli ve azınlık sahipli firmalar için, tedarikçi geliştirme programları, mentorluk ve ağ tanıtımları başlatarak genişletin. Bu yaklaşım ağı güçlendirir ve coğrafi ve sektörel sınırlar boyunca daha fazla fırsat yaratır. Yapılandırılmış işe alım ve yetenek geliştirme yoluyla, kuruluşlar potansiyeli gerçek kazanımlara dönüştürebilir ve aylık ve çeyreklik bazında sürdürülebilir performansı teşvik edebilir.

6. Değişim yönetimi ve yetenek geliştirme

   ESG ile uyumlu satın almayı yetenek geliştirme içine yerleştiren bir yetenek planı oluşturun. Çapraz fonksiyonel ekipler oluşturun, kaynak, sürdürülebilirlik ve veri okuryazarlığı konularında eğitim sağlayın ve ilerlemeyi ağdaki ölçülebilir sonuçlarla ilişkilendirin. Bu, kuruluşların ölçeklenebilir beceri eksikliğini ele almasına ve aylık olarak benimsenmeyi hızlandırmasına yardımcı olur. Kapsayıcı bir yol, kadınların liderlik yollarına erişmesini ve iyileştirilmiş tedarikçi performansına katkıda bulunmasını sağlarken, daha geniş ekipler daha geniş bir fırsat havuzuna maruz kalır.

7. Sürekli iyileştirme ve yineleme

   Koşullar değiştikçe metrikleri tekrar gözden geçirmek, hedefleri yeniden kalibre etmek ve yönetişimi iyileştirmek için bir düzenli aralık belirleyin. Zorlukları hızla ele alarak, havuzları genişleterek ve liderliğe içgörüler sağlayarak verimliliği ve rekabetçi duruşu koruyun. Bu devam ediyor ve çeyrekler boyunca kapsama sağlıyor, böylece pazarlar değiştikçe tedarik zinciri dayanıklı kalır.