Focused on supplier risk issues for business leaders

Aravo Assure Revolutionizes Supplier Collaboration and Mitigates Supply Chain Risk

November 16, 2011 | No Comments →

Supplier collaboration is essential to supply chain risk management, and as PRTM has shown, companies that have implemented operational flexibility and collaborative initiatives are now realizing significant business benefits.

Unfortunately, though, building collaborative relationships with suppliers is often easier said than done.

Even though virtually every aspect of our work day has been transformed by Web 2.0 communication platforms, these technologies have been slow to infiltrate supply chain management. In fact, most companies today still rely on phone, fax, email and spreadsheets for collaboration with suppliers. These methods are frustrating, costly, inefficient –and perhaps worst of all, they’re risky, too.

Shouldn’t there be a better way?

At Aravo, we think there absolutely should be a better way. And that’s why this week we released Aravo AssureTM, an innovative web-based B2B social network built to revolutionize the way businesses engage, share data and collaborate.

The concept is relatively simple . . . and long overdue. Using Aravo Assure’sTM Enterprise 2.0 technology, trading partners are empowered with an industrial-strength collaboration platform and many-to-many communications framework designed to facilitate information exchange, while reducing the expense and administrative burden on both parties. That means Aravo AssureTM makes it easier than ever before for suppliers and buyers to build robust, collaborative relationships –the kind of relationships that ultimately, mitigate supply chain risk. (more…)

Accenture: Operational Inefficiencies Can Prove Costly

September 23, 2011 | Comments (2)

How much are operational inefficiencies costing your business?

A new survey from Accenture and Clearstream found that the financial services sector could save more than €4 billion (about $5.5 billion) annually in collateral management costs by addressing operational inefficiencies.

Clearly, collateral management has become a critical industry issue because 1) regulators have set more rigorous capital and liquidity standards, and 2) banks are confronting new cost and growth challenges in the wake of the global financial crisis.  Done right, however, efficient collateral management can free up liquidity for banks, enabling them to meet new regulatory requirements while offering more products and services.

According to the Accenture survey, banks’ key collateral management challenges include:

  • An incomplete view of all collateral and an inability to manage holdings centrally
  • Suboptimal internal governance leading to a misalignment of objectives
  • Inadequate internal transfer-pricing mechanisms
  • A lack of optimization engines or the ability to deploy them effectively
  • Inability to perform inventory projections
  • Excessive staff costs as a result of process complexity

The highest potential cost savings, according to survey respondents, can be achieved by: (more…)

KPMG Finds Rising Global Demand for Shared Services, Internal Process Improvement

July 29, 2011 | Comment (1)

Businesses today want to enhance their performance, and intriguing new research from KPMG indicates that firms are turning to shared service models and internal process improvements in order to meet those goals.

More than half (59 percent) of those polled in the KPMG 2Q11 Sourcing Advisory Pulse Survey said they anticipate greater demand from clients for shared services delivery models.  Most (51 percent) also saw more demand for internal process improvement. Interestingly, outsourcing demand remained flat, including both business process outsourcing (BPO) and IT outsourcing (ITO).

In other findings:

Agility is Key to Success in Today’s Business Environment

July 15, 2009 | No Comments →

In today’s volatile business environment, it pays to be nimble. Companies need flexible processes, ones that can quickly convert information into action in response to market movements. But, how are firms responding to this new need for agility? Are companies transitioning from their traditionally static business models to more responsive strategies?

Two recent studies suggest that the answers to those questions are mixed. Even though virtually all companies realize that today’s business environment requires agility, most are still struggling to find ways to reduce inefficiencies, improve decision-making, and develop the business dexterity needed to compete.