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A May 4th, 2006 article titled How to Speak Like a CFO, stressed that “Too often, finance executives in Corporate America simply don’t believe that purchasing departments are really bringing in the savings they claim. That may be because financing and purchasing don’t speak the same language.”
A December 20th, 2007 article shows that very little has changed, as “Procurement executives continue to have issues getting on the Chief Financial Officer’s agenda, leaving procurements expans
Posted on February 4, 2008 at 11:31pm —
Posted on January 7, 2008 at 4:12pm —
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My pleasure, I noticed your blog yesterday after we both responded at the same time to the same question on LinkedIn last Friday.
I look forward to read and hear more from your expertise.
If I can be of any assistance to you let me know.
Best regards
Joris
I think we share a lot in common given our work. I've spent quite a bit of time working in green procurement and presenting information on trends and skill development. My company offers online training at two different levels for "green purchasing." The fundamental course is really a basic overview of the concepts, integration of sustainability and SRM, and the sourcing process with "green" considerations. The advanced course covers LCA, Dfe, strategic environment sourcing and global considerations.
I look forward to future conversations with you.
How to motivate people to accept and work with a newly implemented ERP system? How to overcome resistance and change the employees mindset?
Question Submitted By:
Kai-Uwe Sielaff
Viet Nam
My Answer:
In his book Good to Great, Jim Collins made reference to the Doom Loop and Flywheel concepts.
In the former, corporate leadership builds their strategy based on misinformation and therefore lack a clear understanding of the real challenges their organizations’ face. They then attempt to implement an initiative which after failing to solicit feedback from key stakeholders does not receive the required buy-in. The initiative then flounders and as a result cannot gain the necessary traction to drive positive results. Before you know it, the company is back at square one. (Once again refer to the 75 to 85% rate of initiative failure.)
To access the full answer visit the Executive Forum within the CATA Supply (Chain) Practices Hub. If you are not already a member, and wish to gain acces to the answer in its entirety send an e-mail to procureinsights@rogers.com, with “HUB” in the subject line. NOTE: There are no fees associated with joining the CATA Supply (Chain) Practices Hub.
A December 20th, 2007 article shows that very little has changed, as “Procurement executives continue to have issues getting on the Chief Financial Officer’s agenda, leaving procurements expansive transformation incomplete.”
The Financial Forum has been created within the CATA Supply (Chain) Practices Hub as a means of bridging this “communications gap”
And since the “language” of finance is the dialect of business, this forum will empower procurement professionals in a way that will open the doors to greater understanding, and opportunity.
In the five part "Bridging the Gap" series, I will highlight the five financial terms listed in the December 2007 article, with which purchasing executives should become familiar.
In the days ahead, I will review each one in detail providing a direct “translation” relative to impact from both a purchasing and finance perspective*.
According to Robert Rudzki, president of Greybeard Advisors and co-author of Straight to the bottom line, here are the five critical finance terms:
1. ROIC (Return on Invested Capital): earnings divided by the total capital invested in the business (long term debt plus stockholder equity).
2. Cost of Capital: the weighted average “cost” of debt and equity. It represents what you must earn to, minimally, cover the expectations of your debt holders and stock holders.
3. EVA (Economic Value Add): if ROIC is greater than Cost of Capital, then EVA is positive (you are adding value to the organization). If ROIC is less than Cost of Capital, then value is being destroyed and - absent substantial corrective action - the demise of the enterprise is just a matter of time.
4. EPS (Earnings per Share): the net income divided by the # of common shares outstanding. Typically calculated on a quarterly and annual basis.
5. P/E Ratio: The ratio of the common stock price to the annual earnings per share. Companies/industries typically “enjoy” certain P/E ratios, therefore, increasing the E (earnings) often directly equates to a higher stock price.
The two “biggees,” says Rudzki, are ROIC and EPS. Those two concepts drive C-level because they are what Wall Street and bankers are interested in. ROIC and EPS are the ultimate “report card” of senior management.
Next Post: ROIC (Return on Invested Capital)
*SimulPost: This post also appears in the CATA Alliance Supply (Chain) Practices Hub. To gain acces to the Five Part Series send an e-mail to procureinsights@rogers.com, with “HUB” in the subject line. NOTE: There are no fees associated with registration to access this series.
Related Material:
Talent Attraction and Retention in a Global Economy (White Paper Release)
Release Date: January 16, 2008
URL Link: http://procureinsights.wordpress.com/2008/01/16/talent-attraction-and-retention-in-a-global-economy-white-paper-release/