Skip to main content
  • login
  • contact
  • language
    • English
    • Français
    • Español
    • Português
    • Deutsch
    • 简体中文
    • 日本語
  • search
X
GEP Logo GEP Logo
  • Company
    • Leadership
    • Customers
    • Partners
    • Sustainability at GEP
    • News
    • Events
    • Culture
    • Mission & Vision
    • Awards & Recognition
  • Solutions
    • Strategy
      • Procurement Consulting  
        • Procurement Transformation
        • Digital Procurement Transformation
        • Opportunity Assessment
        • M & A Services
        • Strategic Cost Management
        • Supply Risk Management
      • Supply Chain Consulting  
        • Environmental, Social and Governance
        • Socially Responsible Sourcing
        • Supply Chain Strategy
        • Supply Chain Diagnostics
        • Inventory Optimization
        • Network Optimization
      Software
      • GEP SMART  
        • Procurement Software
        • Direct Procurement Software
        • Indirect Procurement Software
        • Digital Procurement Transformation
        • Master Data Management
        • AP Automation
        • Spend Management
        • SMART S2P Technology
      • GEP NEXXE  
        • Supply Chain Visibility and Execution
        • Supply Chain Planning
        • Supply Chain Collaboration
        • Supply Chain Control Tower
        • Should-Cost Modeling
        • Inventory and Warehouse Management
      • GEP CLICK  
      • GEP MINERVA  
      Managed Services
      • Procurement Outsourcing  
        • Source-to-Contract
          • Spend Analysis
          • Strategic Sourcing
          • Category Management
          • Supply Market Intelligence
          • Tail-Spend Management
          • Procurement Support Services
        • Procure-to-Pay
          • Cost Recovery & Invoice Auditing
          • Accounts Payable
      • Supply Chain Outsourcing  
        • Planning & Forecasting
        • Inventory Management
        • Logistics Management
        • Supply Chain Data Management
        • Supply Chain Risk Management
  • Industries
    • Automotive
    • Chemicals
    • Consumer Packaged Goods
    • Energy & Utilities
    • Financial Services
    • Government & Nonprofit
    • Industrial Manufacturing
    • Life Sciences
    • Oil & Gas
    • Retail
    • Telecommunications, Media & Technology
    • High-Tech
    • Media & Entertainment
    • Software, Social & Platforms
    • Telecom
    • Travel & Hospitality
  • Knowledge Bank
    • Digital Transformation
    • Software & Technology
    • Strategy & Planning
    • Operations
    • Procurement
    • Sustainability
    • Insights From the Top
    • COVID-19 Resource Center
    • Inflation Strategies
  • Careers
    • Join Us
    • GEP Per Se
    • Campus Connect
  • Partners
   
  • GEP Strategy ›
    • GEP Strategy
    • ‹ Back
      • Procurement Consulting ›
        • Procurement Consulting
        • ‹ Back
          • Procurement Transformation ›
            • Procurement Transformation
            • ‹ Back
              • Procurement Strategy
              • Org. Design & Implementation
              • Capability Building
              • Change Management
              • Governance & Performance
              • Processes & Policies
              • S2P Operations
              • Sourcing & Category Management
              • Technology
          • Digital Procurement Transformation
          • Opportunity Assessment
          • M&A Services ›
            • M&A Services
            • ‹ Back
              • M&A Clean Room
          • Strategic Cost Management ›
            • Strategic Cost Management
            • ‹ Back
              • Zero-Based Budgeting
          • Supply Chain Risk Management
      • Supply Chain Consulting ›
        • Supply Chain Consulting
        • ‹ Back
          • SUSTAINABILITY AND RESILIENCE
          • Environmental, Social and Governance
          • Socially Responsible Sourcing
          • Scope 3
          • PLAN
          • Digital Planning, S&OP, S&OE
          • Collaborative Planning
          • PROCURE
          • Source To Contract
          • Procure To Pay
          • MAKE
          • Inventory Strategy & Management
          • Operations & Manufacturing Excellence
          • DELIVER
          • Network Strategy & Optimization
          • Warehousing & Transportation Management
  • GEP Software ›
    • GEP Software
    • ‹ Back
      • GEP SMART ›
        • GEP SMART
        • ‹ Back
          • Procurement Software
          • Direct Procurement Software ›
            • Direct Procurement Software
            • ‹ Back
              • Bill of Materials Management
              • Data Analytics & Reporting
              • Inventory Management
              • Master Data Management
              • Quality Management
              • Supplier Collaboration Portal
              • Supply Chain Operations
          • Indirect Procurement Software ›
            • Indirect Procurement Software
            • ‹ Back
              • Source-to-Contract
              • Spend Analysis
              • Savings Project Management
              • Category Management
              • Contract Management
              • Savings Tracking
              • Sourcing
              • Supplier Management
              • Procure-to-Pay
              • Guided Buying
              • Procurement Portal
              • Catalog Management
              • Order Processing
              • Invoice Management
          • Digital Procurement Transformation
          • Master Data Management
          • Product Accessibility
          • AP Automation
          • Spend Management
          • SMART S2P Technology
      • GEP NEXXE ›
        • GEP NEXXE
        • ‹ Back
          • Supply Chain Visibility and Execution ›
            • Supply Chain Visibility and Execution
            • ‹ Back
              • Inventory and Warehouse Management
              • Logistics Visibility
              • Control Tower
          • Supply Chain Planning ›
            • Supply Chain Planning
            • ‹ Back
              • Supply Chain Control Tower
              • Should-Cost Modeling
              • Demand Planning
              • Supply Chain Bill of Materials
              • Supply Chain Direct Sourcing
              • Supply Planning
          • Supply Chain Collaboration ›
            • Supply Chain Collaboration
            • ‹ Back
              • Forecast Collaboration
              • Purchase Order Collaboration
              • Quality Collaboration
              • Capacity Collaboration
              • Quality Management Software
          • Supply Chain Control Tower
          • Should-Cost Modeling
          • Inventory and Warehouse Management
      • GEP CLICK
      • GEP MINERVA
      • Innovation ›
        • Innovation
        • ‹ Back
          • Emerging Technologies
          • Native to Cloud
          • Native to Mobile
          • One Unified Platform
          • Security
          • User-Centric Design
  • GEP Managed Services ›
    • GEP Managed Services
    • ‹ Back
      • Procurement Outsourcing ›
        • Procurement Outsourcing
        • ‹ Back
          • Source-to-Contract
          • Spend Analysis
          • Strategic Sourcing ›
            • Strategic Sourcing
            • ‹ Back
              • MRO
              • CAPEX
              • Logistics
              • Packaging
              • IT & Telecom
              • Energy
              • Direct Materials
          • Category Management ›
            • Category Management
            • ‹ Back
              • Contract Management
              • Supplier Performance Management
              • Savings & Compliance Tracking
          • Supply Market Intelligence
          • Tail-Spend Management
          • Procurement Support Services ›
            • Procurement Support Services
            • ‹ Back
              • eSourcing
              • Supplier Performance Management
              • Savings & Compliance Tracking
              • Sourcing Support
          • Procure-to-Pay
          • Cost Recovery & Invoice Auditing
          • Accounts Payable
      • Supply Chain Outsourcing ›
        • Supply Chain Outsourcing
        • ‹ Back
          • Planning & Forecasting
          • Inventory Management
          • Logistics Management
          • Supply Chain Data Management
          • Supply Risk Management
  • Industries ›
    • Industries
    • ‹ Back
      • Automotive
      • Chemicals
      • Consumer Packaged Goods
      • Energy & Utilities
      • Financial Services
      • Government & Nonprofit
      • Industrial Manufacturing
      • Life Sciences
      • Oil & Gas
      • Retail
      • Telecommunications, Media & Technology
      • High-Tech
      • Media & Entertainment
      • Software, Social & Platforms
      • Telecom
      • Travel & Hospitality
  • Knowledge Bank ›
    • Knowledge Bank
    • ‹ Back
      • Digital Transformation
      • Operations
      • Procurement
      • Software & Technology
      • Strategy & Planning
      • Sustainability
      • Podcasts
      • Insights from the Top
      • COVID-19 Resource Center
      • Inflation Strategies
  • Company ›
    • Company
    • ‹ Back
      • Leadership
      • Customers
      • Partners
      • Sustainability at GEP
      • News
      • Events
      • Culture ›
        • Culture
        • ‹ Back
          • GEP Core Values
          • Women@GEP
          • Diversity
          • GEP Cares
      • Mission & Vision
      • Awards & Recognition
      • Contact Us
  • Global Presence ›
    • Global Presence
    • ‹ Back
      • Americas ›
        • Americas
        • ‹ Back
          • English
          • Español
          • Portugués
      • Europe ›
        • Europe
        • ‹ Back
          • English
          • Deutsch
      • Asia-Pacific ›
        • Asia-Pacific
        • ‹ Back
          • English
          • 中文
      • Middle East ›
        • Middle East
        • ‹ Back
          • English
          • العربية
  • Contact Us
  • Careers ›
    • Careers
    • ‹ Back
      • Join Us
      • GEP Per Se
      • Campus Connect
  • Language ›
    • Language
    • ‹ Back
      • English
      • Français
      • Español
      • Deutsch
      • Português
      • 简体中文
      • 日本語
  • Rapid Response from GEP
  • BLOGS
  • Strategy
  • Technology
  • MIND
Contact Us
  •  
  •  
  •  
  •  
  •  
  •  
  •  

Breadcrumb

  1. HOME
  2. BLOG
  3. TECHNOLOGY
  4. SOURCE TO PAY
  5. SEVEN HABITS OF HIGHLY EFFECTIVE SOURCE PAY HABIT ONE
Blog Image

The 7 Habits of Highly Effective Source-To-Pay: Habit No. 1

  • Commitment by the business to the use of S2P systems is critical to the delivery of results
  • Engagement with the best candidates – to understand how they can help deliver success and not just software – is an important first step
  • The aim should be to maximize the effectiveness of the project kick-off and the project’s initial momentum

July 14, 2021 | Source to Pay Blogs

“Without involvement, there is no commitment. Mark it down, asterisk it, circle it, underline it. No involvement, no commitment.”
                                                      – Stephen Covey, author, The 7 Habits of Highly Effective People

Never were truer words spoken when it comes to the implementation and eventual deployment of large, complex and, frankly, expensive software systems such as source-to-pay (S2P).

Source-to-pay systems are intended primarily, if not solely, to deliver substantial returns on investment and savings. 

Commitment by the business to the use of these systems is critical to the delivery of results and, if Covey is right, then that commitment, and therefore the success, is entirely contingent on involvement.

Involvement of whom, exactly?

Stakeholders, obviously.

But who are these stakeholders? 

Business leaders, certainly. Category managers, of course. End-user buyers? Finance and admin? IT? How about suppliers?

Does the success of S2P rely on the involvement of…simply…everyone?

It might seem facile to say so, but it really does.

Engagement, buy-in, cooperation, support – whichever way you want to phrase it – the success of your S2P project will hinge on the involvement of a complete cross-section of your business.

Understanding that from the get-go is vital to achieving a successful implementation of a new S2P solution.

In this blog series, we will look at seven key steps in the S2P implementation process and focus on getting the right level of involvement. Adopting the habits of appropriate involvement and engagement will make your entire project highly effective.

Habit No. 1: Get Started

One might say this is obvious and hardly a habit. But many enterprises fail to get past even this stage, for various reasons, and hence, it’s important to take the get the first step right.

Put off procrastinating until a later date…

In the procurement technology industry, it is not uncommon for suppliers to be invited to join a multi-round sourcing exercise. Request for information can lead to request for proposal (RFP) and even to a final round of best price offers.

This is all quite normal.

However, when a company sends out an RFP to the global supplier community on an annual basis, asking the same questions and apparently looking for the same solution each time – then it wouldn’t be wrong to assume that the company that is struggling to get started.

Perhaps the business case just isn’t robust enough. Perhaps there are political challenges or changes in management. Whatever the case, before even getting to the RFP stage, it is always better to have a clear plan of what to do next.

It might seem purely evident from an objective standpoint but knowing what you are going to do with the results of your sourcing exercise is the secret to gaining momentum.

The cost of getting locked into “serial sourcing syndrome” isn’t just that you’ll just spin the drive wheels, waste incalculable resources and end up exactly where you started. The real cost is the loss of saving potential — perhaps a couple of million dollars of overspend each quarter — that you will never get back.

Find a supplier you can work with…

Making a choice risks making the wrong choice. Of course, it does. Not making a choice does limit the risk that your choice would be a poor, or wrong one. And yet that ignores the risks and costs associated with delay.

Sooner or later, a selection will be made, and knowing — before you even go to the market — that you will need your vendor to adopt the same success-generating habits that you intend to employ must be part of your selection criteria.

No choice of supplier will solve all your other involvement issues for you. That much is certain. But your engagement with the best candidates, to understand how they can help you deliver success and not just software is an important first step.

With a partner and choice of S2P solution in place, you now need to build momentum internally and prepare for the kick-off.

When the whistle blows, kick-off

Creating a positive charge at the start of a game is a surefire way to put the opposition on the back foot. Before we get too deep into sporting analogies though, we should make sure we’re not just thinking about opposition to an S2P project in terms of people – although that may be true. Better to think about the opposition in terms of inertia, complexity, and good old-fashioned time constraints.

A well-argued business case may be able to convince people, but when it comes to delivery, adoption and usage, your project will have to compete with all the demands put on your stakeholders by everything else that goes on day after day. This is a recurring theme that you’ll find throughout the implementation. For everyone whose involvement is crucial for your project’s success, this new S2P solution is an additional draw on their time and resources, so you should plan your kick-off event keeping that in mind.

Understandably, you need the support, engagement and resources of the business, but it won’t be automatically, freely and enthusiastically given without careful management, by you.

To maximize the effectiveness of the project kick-off, and consequently the project’s initial momentum, there are some do's and don’ts.

DO: Showcase and set out a platform for what the project will achieve and how. Be clear, accurate and positive even (and especially) when detailing risks and dependencies.

DON’T: Assume your stakeholders will automatically see the benefits or your chosen solution without careful guidance.

DO: Invite the right cross-section of departments, stakeholders and beneficiaries of the projects.

DON’T: Limit the audience to the project team, procurement or just those immediately associated with the roll-out.

DO: Invite all the key-influencers, especially the naysayers. Combined with the other do's, this will help you bring them into the fold.

DON’T: Ignore the naysayers. Deal with them from the start.

DO: Have a clear agenda, anticipate objections and plan for them, and present a coherent plan.

DON’T: Assume that everyone agrees with your perspective and will not attempt to derail the project.

DO: Use the kick-off to catalyze group-wide enthusiasm.

DON’T: Let the kick off become a justification exercise.

DO: Have a clear plan of follow-up actions and communications.

DON’T: Keep your audience in the dark until go-live.

All technology implementations present a business with the opportunity to change and evolve.

Change is guaranteed. What is less certain is whether there is the evolution. For the change to be positive, it must first be perceived as such, and adopting this first habit of getting a good start is the best way to set the course for highly successful source-to-pay implementations.

Read the second installment of the series here.

Turn ideas into action. Talk to GEP.

GEP helps enterprise procurement and supply chain teams at hundreds of Fortune 500 and Global 2000 companies rapidly achieve more efficient, more effective operations, with greater reach, improved performance, and increased impact. To learn more about how we can help you, contact us today.

Paul Blake
Director, Product Marketing

Paul has spent over 30 years in diverse roles in the world of technology and was involved in the development of procurement software even before the advent of the internet.
Paul is GEP’s resident product evangelist who helps strategize and execute marketing plans for GEP’s full range of cutting-edge procurement and supply chain solutions.

LET'S TALK

 

Add Comment +

FEATURED POST

...
Supply Chain Strategy Blogs

How to Effectively Monitor Scope 3 Emission Reporting From Your Supply Chain

...
Supply Chain Software Blogs

From Cost to Resiliency: How Supply Chain Priorities Have Changed

    BLOG CATEGORIES

  • Procurement Software Blogs
  • Supply Chain Software Blogs
  • Inventory Management Software Blogs
  • Accounts Payable Blogs
  • Source to Pay Blogs
  • Contract Management Blogs
  • Mobile and Cloud Blogs
  • Spend Management Blogs
  • Spend Analysis Blogs
  • Operations Blogs
  • Purchasing Blogs
  • Supplier Management Technology Blogs
  • Sourcing Technology Blogs
  • Procure to Pay Blogs

TAGS

sustainability
Procurement Software
supply chain strategy
Inflation
Russia-Ukraine War

By checking the box below, you consent to GEP using your personal information to send you thought leadership content – such as white papers, research reports, case studies – and other communications. GEP representatives may contact you to provide additional information or answer questions.

If at any point in time you decide to withdraw your consent, you may unsubscribe by emailing your request to us at privacy@gep.com.

Please refer to the GEP Privacy Statement to understand how we manage and protect your personal information.

Terms of Use | Privacy Statement

Contact Us

Ask Us

Send us your question(s)

RFP

Request for a business proposal

Feedback

Share your thoughts, comments and suggestions

Demo

Schedule a live demo of our software

Discover
STRATEGY
Strategy
  •   Procurement Consulting
  •   Digital Procurement Transformation
  •   Strategic Cost Management
  •   Opportunity Assessment
  •   Supply Chain Risk Management
  •   Supply Chain Consulting
  •   Supply Chain Strategy
  •   Supply Chain Diagnostics
  •   Inventory Optimization
  •   Procurement Transformation
  •   Sustainability and ESG Consulting
SOFTWARE
Software
  •   Procurement Software
  •   Supply Chain Software
  •   Source-to-Contract
  •   Procure-to-Pay
  •   Supply Chain Planning
  •   Supply Chain Collaboration
  •   Supply Chain Visibility & Execution
  •   Supply Chain Control Tower
  •   Should-Cost Modeling
  •   Inventory & Warehouse Management Software
  •   Source-To-Pay Software
MANAGED SERVICES
Managed Services
  •   Procurement Outsourcing
  •   Strategic Sourcing
  •   Tail-Spend Management
  •   Category Management
  •   Procurement Support Services
  •   Supply Chain Outsourcing
  •   Supply Chain Planning & Forecasting
  •   Inventory Management
  •   Logistics Management
COMPANY
Company
  •   About Us
  •   Leadership
  •   Customers
  •   Sustainability at GEP
  •   Careers
  •   News
  •   Awards
  •   Partners
  •   Contact Us

Fresh Insights, Now on Your Phone

  • Dowmload On The App Store Button
Stay Connected
  •  
  •  
  •  
  •  

Latest Tweets

  • We are delighted to announce @SubhashMakhija1, #GEP #CEO and Co-Founder, as the newest member of the CNBC CEO Counc… https://t.co/MNJXch4Vte

  • #Procurement leaders must develop a spend category management plan to power them through 2023 and beyond. #GEP’s Ry… https://t.co/5JxFw1UbsY

  • How can #automotive companies get the EV transition right? Electric vehicles may be the right option, but it’s not… https://t.co/WmGNCK6sFw

  • Conquering 2023 Supply Chain Setback - 31 Jan 2023 https://t.co/wg0MdRATfh

  • On the occasion of Republic Day in India, GEP Hyderabad held an art competition and GEPpers showed their creativity… https://t.co/NSHrXILbiv

  • We're proud to announce the extension of our #procurement services agreement with @Macys's Inc. to help drive… https://t.co/Hgn4uaGbW0

  • The #SupplyChain and #procurement #software market is in flux amid #MnA. If your software provider gets acquired, w… https://t.co/orQlKUZB4X

  • #SupplyChain #disruptions are a reality in today's unpredictable world. Learn how @gepsoftware has helped #SGS resp… https://t.co/jA2GnbWIBg

  • What steps can companies take to achieve #ESG goals effectively? Well, they can start with #procurement. Learn how… https://t.co/HGEfNyGdeD

  • #ElectricVehicles are a key part of the auto industry's plan to become #NetZero by 2050. But EVs aren't enough on t… https://t.co/YlEoys6vTA

  • Why did Asahi choose #GEP as their #procurement and #SupplyChain partner? Check out this video featuring Carmen Rad… https://t.co/RmstcfJXtm

  • GEPpers know how to have a good time! Check out a glimpse of our Winter Party at the GEP Prague office. We are hir… https://t.co/BqVK6XkpHv

  • #Inflation has dampened expectations for GDP growth and raised the risks of a #recession. What can #procurement lea… https://t.co/Hn1R5bxZXn

  • 4D seismic #technology is opening deep-sea #OilAndGas reserves for exploration, lowering costs and optimizing reser… https://t.co/Omq51vlEq7

  • The #GEP Europe Outlook 2023 Roadshow is coming to a city near you! Join us to learn the seven critical priorities… https://t.co/Hzv68et4Rr

  • GEP wishes a Happy Republic Day to all the Indians around the world.  We are #hiring. Explore our careers section:… https://t.co/RKTsyBfQFc

  • Sustainability Outlook for 2023: Trends, Insights and Actions 25 Jan 2023 https://t.co/58KIepy577

  • #Pharma companies are reshoring production, but shortages of active pharmaceutical ingredients make it a challenge.… https://t.co/a3uQJhn7tx

© Copyright GEP 2022. All rights reserved. Terms of Use | Privacy Statement | Cookie Policy |   | Quality Policy | GEP Logo