I’ve had a number of discussions with folks on all sides of the procurement and accounts payable technology market of late, covering different points of view on where supplier networks and transactional connectivity might be headed. One area that seems to come up often is looking at networks not just as a tool for operational efficiency, as they are today, but as an essential compliance utility.
The analogy here, of course, is payroll in the US. There is virtually no reason a sane organization of any size would want to manage payroll in-house, given all of the federal, state and local compliance challenges. Benefits administration, including healthcare, is a similar headache – even in the case of companies that self-insure – although the complexities of programs vary dramatically between states and regions.
If we use this measure to look at existing transaction and e-invoicing-centric supplier networks, they come up short, for the most part. No doubt there is certainly value in basic onboarding and enablement, especially if suppliers are already part of a network, but whether they are truly invaluable or not is highly debatable. Shift the focus to compliance, however, and the network value proposition can evolve to become as essential to outsource as payroll.
From a network perspective, there are numerous potential use cases for outsourcing compliance to third parties. These include:
- The initial onboarding of suppliers, including various checks and validations beyond simply capturing details – almost a “KYC lite,” but for whom a company is doing business with, versus a bank having relationships with customers
- Meeting specific regulatory compliance requirements, such as anti-bribery, anti-corruption or conflict minerals
- The ongoing monitoring and measurement of suppliers – and potentially even random checks on the goods they are providing – including checks for corporate social responsibility (CSR), environment health and safety (EHS) and other practices on the vendor level, as well as multiple types of checks on the SKU level
- Tax and value-added tax (VAT) collection, holding, reconciliation and rebates, in jurisdictions where VAT is a consideration
- Support for country-specific requirements, such as Nota Fiscal in Brazil
What do you think? Will procurement treat future supplier networks as only mechanisms to drive transactional efficiency and related benefits? Or will they primarily serve as mandatory compliance safety nets for buying organizations? Or do you think they can be successfully combined to identify and enhance true best-value relationships?
(Cross-posted @ Spend Matters)