On April 10, 2019, the latest Brextension was formalised with the EU offering the UK a six-month Brexit delay, pushing the withdrawal date to Halloween. This six-month extension was a compromise solution which stopped the clock on a no-deal withdrawal occurring at the end of the first Brexit-extension in April 2019.
The UK agreed with the EU by extending Article 50 until October 31 2019 at the latest, whereby during the course of the extension, the UK will continue to hold full membership rights as well as its obligations. The EU has agreed that the extension can be terminated if the Withdrawal Agreement is ratified within the UK. If the Withdrawal Agreement is ratified by both parties before 31 October, the withdrawal will take place on the first day of the following month i.e. Brexit could occur on July 1st, August 1st, September 1st, October 1st or most likely October 31st (which incidentally is the only date on which a no deal exit could happen).
As the UK did not ratify the Withdrawal Agreement by the 22 May 2019, they were legally obliged to hold European Parliamentary Elections on May 24th.
Although Parliament has rejected leaving without a deal multiple times, no deal remains the legal default at the end of the extension period if a deal cannot be agreed. If the Withdrawal Agreement can be agreed, this offers a time-limited implementation period providing a bridge to the future relationship and common rules will remain in place i.e. businesses trade on the same terms as now until the end of 2020.
Your suppliers are your external manufacturing
department. They do what you don’t want to do; because it’s technologically
impractical, they are better than you, you are concentrating on other things,
or it could tie-up your resources.
FACT: You are trusting them with your future
Developing good connections with
suppliers—sometimes called Supplier Relationship Management—is
critical to business success.
Businesses are increasingly relying on suppliers to
help reduce costs, innovate, improve quality and reduce lead time. Good
relationships with suppliers can provide a competitive advantage.
First-rate supplier relations require continuous,
long-term effort. Not
all suppliers should be treated as special suppliers. Some
of the suppliers may not be suitable for developing relationships.
Evaluate all suppliers—Make
sure they are the best ones for your business and that their products meet your
needs. You want suppliers who are aligned with your strategy.
Integrate key suppliers into your business—Learn
how they operate, and make sure your systems work seamlessly with theirs in
areas such as invoicing and order fulfilment.
Collaborate on quality improvement, problem-solving
and product development—Work together to improve capabilities and adopt best
practices on both sides.
Measure performance continually—Have
structured ongoing discussions with your key suppliers about how to improve.
Ultimately, the idea is to work together as
partners so both sides prosper.
BE BRAVE – NOT ALL COMPANIES CAN DEVELOP AND MAINTAIN A SUPPLIER
Sometimes companies focus just on the short term
and only demand cost reductions from suppliers, rather than thinking
strategically. That doesn’t help in the long run.
Do’s and don’ts of supplier relationships
DO—Take a long-term approach to supplier
relationships. Commit to shared prosperity and mutual development. Help
suppliers boost their technical and problem-solving capabilities.
DO—Understand in detail how your key suppliers work.
See how they operate, and learn their culture to ensure mutual trust and strong
DO—Periodically evaluate the performance of key
suppliers with scorecards, and periodically scan the market for better and/or
more cost-effective alternatives. While you want to nurture strong
relationships with suppliers, you don’t want to become captive to them.
DON’T—Focus only on short-term goals, such
as cost-cutting. Don’t insist on unreasonable payment terms or pressure
suppliers to assume the cost and risk of holding the bulk of your inventory.
DON’T—Focus your efforts on all your
suppliers. Save your special collaboration for only a handful of key strategic
partners. Anything more is unsustainable.
While developing a strategic Category Management approach channels procurement resources and services towards improved efficiencies and effectiveness for the betterment of internal and external stakeholders.
With the following major benefits:
Management benefits the entire organisation
Raises the strategic contribution of procurement to
Improves stakeholder buy-in to results
Improves total cost of ownership
Reduces risk in the entire supply chain of contracts
Uses resources more effectively
Fulfils stakeholder needs in terms of availability,
quality, and service levels
Fosters supplier innovation and capability development
Category Management Approach
methodology and approach to strategic procurement involves robust research,
analysis and planning that results in a procurement strategy that influences
and shapes the market to meet your needs.
• Research and planning add value to
sourcing, implementation and results
• Collaborative cross-disciplinary team work
leads to strengthened solutions
• Good governance and project management
ensure delivery is on time, on budget and to specification
• Professionalism and ethics support due
process, accountability and transparency.
This approach to Category
Management is initiated with a baseline review to capture the Vision and
Objectives clearly, while undertaking a detailed Stakeholder engagement
exercise. The forensic spend analysis then follows against key levers and
assessment frameworks. Prior to discovering the competency, maturity and
capability within the team plus an expert review of the entire process flow of
current procurement activities on-and-off-line. A number of key milestones will
be planned throughout the program where gap analyses will provide current challenges
and issues, and risks that need to be addressed or be aware of. Practical
reports and recommendations will emerge
throughout to focus on the potential benefits to implementing Category
Management while guiding the entire project roadmap.
This approach has been successfully implemented in many projects with IDDea and the following key procurement levers used in our Category Management analysis, also enlighten the powerful work of the Procurement Transformation Institute;
Talk to us
today to discuss how we can support your
Category Management journey;
A lot has been said and written on GDPR. At a time when we are just beginning to grasp the fact that ICT cannot be without GDPR, mainly due to the ‘consent’ email bombardment, comes Brexit and the uncertainty of it in relation to GDPR as it is an EU regulation. People and businesses are asking ‘’what will GDPR be like post Brexit?’’ Fortunately, a lot of articles have been written and discussions are going on from different perspectives, GDPR post Brexit won’t be a scenario of ‘’ how to manage your expectations during the first few days, weeks, months of dating’’ rather it is a subject of forward looking, information gathering, be in the know of suggested options especially for companies dealing in B2C or even B2B in case data management dealings don’t go according to plan.
Before going further, here is a brief recap on GDPR for those who need it. In the beginning, the European Union adopted the DGPR (2016) as an EU law on Data protection to provide privacy for all individuals in the EU and the EEA. The regulation which became enforceable beginning of May 2018 has two main priorities, to; give individuals control over their personal data and, to; simplify the regulatory environment for international businesses by unifying the regulation within the EU. GDPR also addresses export of personal data outside the EU and EEA. With Brexit in sight, this is where GDPR post Brexit questions arises, with UK about to become a third country, will the Britain abide by GDPR? What guarantees are there in terms of data privacy? – Whether in terms of B2C or B2B. Individually, people and businesses alike are researching the topic and informing those who are anxious.
Looking for Answers
Questions and answers have been suggested, with the amount of
publications on the topic, we are becoming bombarded again. My opinion is to
answer GDPR questions whatever perspective, we must go to the heart of GDPR –
the principles (the core conditions that governs the regulation GDPR (2016/679)
especially the 7th “Accountability”.
ICO wrote about GDPR principles, to be;
fairness and transparency,
and confidentiality (security),
Monique Magalhaes of Techgenix, in January 2018 wrote and highlighted that – ‘’organisations need to follow these principles when collecting, processing and managing European citizens personal information regardless of whether the business is in EU or elsewhere in the world.’’ I believe this explanation applies to Britain once it becomes third country.
According to another website tripwire.com; there might be a
common misapprehension which might be a wishful thinking for some British
businesses who don’t want the hassle of achieving GDPR compliance, thinking
that UK businesses might not need to comply with GDPR post Brexit as it is an
EU regulation. The fact is, currently the UK adopted all the rules of the GDPR
into the Data Protection Act 2018 – which means that UK businesses will have to
continue complying with the GDPR after Brexit and those that deal with EU
citizens have to comply with GDPR directly.
Important for UK businesses to remember; compliance
with the key principles is a paramount building block for good data protection
practice for those involved. Failure to comply with the principles may lead to
substantial fines. Article 83(5) (a) states that infringements of the basic
principles for processing personal data are subject to the highest tier of administrative
fines. This means a fine of up to €20 million, or 4% of your total worldwide
annual turnover, whichever is higher.
Brian Honan of independent.ie writes; GDPR and Brexit
will potentially bring many challenges to organisations over the coming years,
but proper planning and keeping abreast of how talks regarding data protection
post-Brexit will help keep on top of those challenges. This suggests that
businesses and the concerned alike need to keep eyes open for the future is