Posted on Dec 4, 2017 Leave a Comment
Is increasing diversity in your supply base a priority for your company? While this is an important goal, traditional methods and portals for identifying diverse suppliers can actually be counterintuitive to your inclusivity efforts. When diverse suppliers register and provide information that lives in a separate space, the extra steps required to identify and learn about those suppliers can lead to them being excluded when important decisions are made. In the time it takes procurement to look in an entirely different directory or portal, the PO may already be issued and the opportunity to consider a diverse supplier gone. Further compounding this challenge is the fact these directories tend to be static, failing to provide up-to-date information and valuable news and updates.
tealbook helps address this problem by using machine learning to increase knowledge and visibility of diverse suppliers so they can be leveraged more effectively across your organization. tealbook features diversity certifications directly in a supplier profile, along with other information that enhances supplier knowledge. This allows you clear, centralized information about a supplier’s diverse status when making decisions. Registering suppliers is as easy as mailing a business card, and supplier data is self-maintained.
We’d love to chat with you about how tealbook can benefit your supplier diversity program. Email email@example.com to get the conversation started.
All the best,
The tealbook team.
Posted on Nov 29, 2017 Leave a Comment
We are very excited to welcome Marcy Bucci to the tealbook team as Executive Advisor, Sales.
Marcy brings extensive experience, most recently in creating a global business segment at an established global services firm focused on procurement transformation. Prior to that, Marcy worked at a global procurement intelligence and technology company (Beroe), focusing on key diverse industries. She developed their go-to-market strategy for industry specific intelligence services and established their global development organization. Marcy also held an executive business development and operations position with Gartner, and worked as an econometric modeler and software pricer at IBM.
Marcy holds a Bachelor of Science degree in Business Information Systems and an MBA from Pennsylvania State University.
Learn more about Marcy here.
Posted on Nov 22, 2017 Leave a Comment
tealbook founder and CEO Stephany Lapierre appeared on Mark Raffan’s negotiations.ninja podcast, where she spoke about her innovative approach to supplier intelligence and its significant value in negotiations. Some highlights from the stimulating discussion are below, and the full episode can be listened to here.
On what Stephany hears from leading procurement professionals
Stephany touched on some of the common themes and interests from CPOs and procurement executives. During tealbook roundtables, there is much discussion about the upside of supplier intelligence, and how this will change the structure, hiring processes, and best practices in procurement—and how procurement executives can stay ahead. In an industry Phil Ideson has called “ripe for disruption”, procurement professionals want to know how they are doing on their digital journey, what specific challenges they need to overcome, and how to position the procurement function and value they contribute to their organization.
On supplier intelligence as leverage in negotiations
“Data is leverage,” explains Stephany. If you have access to data—the right type of data—the insight you need to create value and drive more educated conversations is at your fingertips. This intelligence provides an extra element of leverage in procurement, and can add significant value pre-negotiation, meaning more knowledge of options once negotiations commence. Stephany explains that this knowledge is power, whereas traditional supplier intelligence that exists in a disaggregated state means more time spent to achieve leverage and potential opportunities are missed.
On how tealbook leverages the intelligence organizations already have
“We call it personalized supplier identification and qualification because a lot of the data, it’s already within the organization,” says Stephany. Procurement professionals bring their knowledge from years of experience, their network, and other companies. The hurdle is that this knowledge often isn’t shared or used to its full potential. “What we leverage is the intelligence you have in your organization. You can get deeper insights into the suppliers you’re currently doing business with so you can leverage them more effectively across growing areas of demand within your organization.” By using tealbook, the insight, relationships, connectivity, and supplier knowledge of a team can be continuously shared between people and the enterprise to make strategic decisions.
Posted on Nov 2, 2017 Leave a Comment
What is CIX?
CIX is a ‘must attend’ technology innovation destination where investors, innovative companies, entrepreneurs and facilitators converge to drive economic growth and accelerate the development and implementation of new ideas.
CIX was launched in 2008 by Canadian investors who wanted one destination which curates and showcases the best emerging tech companies from across Canada. Today, CIX is Canada’s largest gathering of tech entrepreneurs and capital providers with a mandate to foster business collaborations through both structured and informal networking opportunities, and to provide inspiring and informative high-level keynotes and panel discussions to explore opportunities and spark discussion and collaboration.*
We’re excited to have been chosen as a CIX Top 20 Recipient. The award is given to companies who solve big challenges with innovative ideas.
The big challenge
Enterprises do not have centralized access to trusted, up to date intelligence about suppliers: current or otherwise. This creates cumbersome and costly delays in the sourcing and procurement process and often leads to friction within the enterprise. And this challenge is not limited to buyers. Suppliers struggle to put information about their capabilities in front of buyers when a business need arises.
The innovative idea
tealbook solves this challenge by providing its customers with a cloud-based supplier knowledge management platform. We allow the enterprise to quickly search their existing supplier master, discover new suppliers, and gain access to valuable market intelligence. In addition, the centralized supplier knowledge management platform captures knowledge inside the procurement function which may others would have been lost. Tealbook is building the largest and most trusted knowledge community of buyers and suppliers.
What tealbook will be able to offer moving forward is, in large part, a function of our users. We regularly learn from the buyers and suppliers that use our platform to collaborate and advance their business objectives.
We will continue to refine the supplier recommendation process using machine learning and trusted, collective intelligence.
Our Concierge team is constantly re-evaluating the value they offer to resource-constrained procurement teams, helping them move towards a decision faster without sacrificing contributions to their knowledge legacy.
If you are an enterprise procurement professional and would like to share your ideas about centralizing and using supplier intelligence, please let us know – we’d love to hear it!
Posted on Sep 27, 2017 Leave a Comment
tealbook recently partnered with The Hackett Group to research the cost, effort, and business impact of supplier discovery and qualification. The resulting data became the foundation of a four-city series of executive roundtables focused on exploring and capturing the strategic impact of working collaboratively with the right suppliers and having easier access to peer knowledge.
Over the course of those four evenings, The Hackett Group data came alive through the diverse perspectives of over 40 procurement thought leaders. Their combined insights are now available in a new white paper, The Upside of Accessible Supplier Intelligence, that will be launched at the Procurious #BigIdeas Forum in Chicago.
In the paper, we address the transformative potential of supplier intelligence based on the themes we heard loud and clear from our executive participants, as well as discussion around the following points:
- It requires an average of 180 sourcing events to manage each $1 B of spend, and it takes an average of 41 hours per event to identify & qualify suppliers
- Over 60% of supplier discovery & qualification efforts are handled by category managers and senior category managers
- Applying machine learning and peer-driven intelligence to this challenge creates a strategic opportunity to accelerate and improve supplier selection while increasing procurement’s total impact
Procurement must find a way to serve as a guardian of enterprise spend while aligning with the speed and expectations of the rest of the business. Having instant access to trusted, actionable intelligence will therefore be a mandatory piece of the procurement technology landscape in market leading companies.
As Phil Ideson (Art of Procurement), our moderator for all four cities, stated in one of the roundtables,
“…procurement is a function ripe for disruption. We have to be careful not to disrupt ourselves by being rooted on our traditional ways.”
Posted on Aug 30, 2017 Leave a Comment
Operating within the relatively safe confines of a trusted buyer-supplier relationship allows procurement to accomplish more (faster) without sacrificing quality.
Peer-driven supplier intelligence delivers a shortcut that procurement can bank on even when they are presented with a business need and little to no time for supplier discovery. tealbook’s mission is to accelerate the process of building a network of trusted supplier relationships before the time for a transaction arises. Just like getting a recommendation for a restaurant or a hair salon, peer-driven supplier intelligence increases our comfort level with inviting a supplier to a procurement event. It increases the chance that they will be credible and will deliver what the business needs. That is why peer recommendations are such a vital part of supplier identification. tealbook accelerates the process of gathering knowledge and makes it asynchronous so procurement can find the right suppliers without all the email chains, telephone tag, and voicemail limbo that destroy productivity and bloat cycle times.
We could all use more trusted relationships, but that’s a challenge because trust can take a long time to build and there isn’t a moment to spare.
Procurement needs to emphasize actionability in all processes and technology. Solutions can’t just store static info, they need to empower procurement and other internal buyers to make informed decisions based on the most up to date information available. This is no less true when the enterprise makes a purchase for the first time. Some requests are ‘one offs’ or first time buys, meaning that procurement has to act without the benefit of internal legacy knowledge.
The fact that demand is new does not allow additional time for a long, manual supplier discovery process. In order to build and maintain trust, procurement must live up to their promises and deliver on the business’ needs the first time, every time.
An additional note on trust:
We promised our investors that we could put out a next generation platform by August even though a number of people said it was impossible. We made that promise because our CTO, Geoff Peddle, said we could – and we trust him. He built an amazing team while also exceeding all our expectations with tealbook’s Next Generation which launched a few weeks ago. All of tealbook is focused on building trust with our customers, suppliers, partners, investors, and each other. Building trust is what we do. We make promises based on what is important to our stakeholders and then we deliver – every day. Many thanks to Ian for his own investments in building trust and for sharing the importance of that investment.
Posted on Aug 23, 2017 Leave a Comment
In a recent blog post, Zoe Meinecke of Openview Partners wrote about the symptoms that are present in organizations that lack a knowledge retention program. As she points out in the following quote, knowledge management is often more theoretical than it is practical, leaving leadership teams with a significant (and costly) void of actionable information.
“In theory, knowledge management should be integrated into the daily operations of every organization, proactively protecting what employees know long before they leave.”
– Zoe Meinecke, Openview Partners, July 24, 2017
Although there is always too much to do and not enough time to do it in, companies that don’t prioritize the capture of employee knowledge will feel its absence. In order to drive knowledge retention from theory to reality, it is critical to take an approach that makes knowledge capture easy and efficient and ensures that it can be accessed by others in the organization today and in the future.
Supplier information management is one of the key organizational processes that is negatively affected by the absence of a knowledge retention plan. This leads to a struggle scaling procurement’s impact, a lack of vision for applying knowledge, and breaks in operational continuity when it is needed most.
Scale: For vibrant organizations, effectively scaling can be a challenge along geographical lines or as a result of sheer numbers. Rather than relying on informal ‘many to many’ information sharing between teams and individuals, companies need to centralize and structure knowledge in a digital format where it can be searched from all locations and at all times of the day. If possible, one ‘master source’ should incorporate both internal and external or third-party knowledge to increase efficiency and trust.
Roadmap: Knowledge retention will not happen on its own. Instead, leadership teams need to put a plan in place to collect and apply intelligence. This requires both long-term investments in training and hiring and a near-term emphasis on the application of captured knowledge. In particular, anyone with management responsibility must consistently ask teams if they have consulted available knowledge resources before making new decisions and recommendations.
Legacy: If addressing scale makes knowledge actionable today and designing a roadmap lays out a path to the knowledge use of tomorrow, building a knowledge legacy ensures that procurement will prioritize intelligence into the future. Turnover and organizational changes are a given; the question is, how well will your team weather the shifts?
Institutionalizing the capture of knowledge is the best way to make its use a pervasive part of corporate culture. Rather than requiring another step, knowledge should be captured as it is created, immediately converted into an actionable resource for others in the organization.
Enterprises with a robust knowledge retention program solidify and strengthen their competitive position because they are able to make improved decisions faster in response to market shifts, emerging innovation, and supply chain disruption. The time to leverage knowledge is just around the corner – and the time to collect it is now.
Posted on Aug 16, 2017 Leave a Comment
Greg Tennyson and I recently had the pleasure of being interviewed by Phil Ideson (The Art of Procurement Podcast) to talk about the primary findings of our Executive Roundtables held this past spring.
The Executive Roundtable dinners were attended by 40+ forward-thinking procurement executives from across the US and generated over 12 hours of engaging conversation around the Upside of Accessible Supplier Intelligence.
The foundation for the discussions came from a study we did in partnership with The Hackett Group to measure the time spent searching for and gathering data to identify and pre-qualify incumbent and new suppliers. This is still a highly tactical and manual process that often creates a bottleneck in the procurement process. As we learned from our study, qualifying suppliers can take 24 business days (or more) and the internal and external sources used are highly disaggregated.
When the business is looking for speed and agility, waiting for procurement to validate a qualified list of suppliers is largely perceived as a roadblock to achieving their goals. This friction in the process not only impacts procurement’s ability to add value but also to positively influence business decisions that can impact the top and bottom lines.
The unfortunate truth is, while procurement manually gathers intelligence about incumbent or new suppliers, stakeholders are waiting or worse… duplicating efforts in an attempt to speed things up. They often know their business better than their procurement colleagues and will quickly turn to their peers for supplier recommendations UNLESS procurement can quickly come to the table with valuable knowledge and a trusted list of qualified suppliers.
“If you don’t come to the business with intelligence and you need time to go and find it, that is when you become the bottleneck. When you come with intelligence, you become a valued partner.” – Stephany Lapierre, tealbook
Without intelligence, procurement loses its ability to positively influence decisions. Take for example this common scenario: a stakeholder claims to know the only supplier capable of meeting their needs and wants to quickly issue a PO. What can procurement contribute if the intelligence is not available? If it takes 24 days to come back with a list of qualified suppliers, the stakeholder might have already issued a PO to the ‘only’ supplier.
Now turn the scenario around… with accessible trusted intelligence, procurement can pull up additional options and positively challenge the stakeholder to think differently or give him/her the opportunity to quickly validate their selection by instantly inviting other qualified suppliers to respond. Not only can procurement reduce the friction in the process, but he/she can also gain credibility, increase value to the business, and can ultimately impact the top and bottom lines.
It is easy to agree that procurement needs increased access to supplier intelligence for the sake of stakeholder satisfaction, but perhaps lack of access is a barrier to procurement’s own progress too. Most of the participants in our study agreed that the future of procurement is to become a trusted advisors to the business and enable stakeholders to accomplish their goals faster. This can’t happen if procurement doesn’t rethink how to identify and pre-qualify suppliers, moving away from tactical data gathering and lengthy timelines to adopt new technology that aggregates intelligence into a centralized platform that enables collaboration and continuously accelerates strategic decision making.
Posted on Jul 26, 2017 Leave a Comment
I have spent my working life building enterprise software companies as a software developer, a designer and an executive. Usually I’ve been involved from the very beginning, but when I joined tealbook as COO it was already growing fast.
What really had me hooked was a vision I shared with Stephany Lapierre (CEO) and Geoff Peddle (tealbook CTO). We wanted to create the definitive source of peer-driven supplier intelligence. We saw an opportunity to bridge the information gap between enterprise customers and their suppliers. We wanted to create a knowledge community that would deliver trusted insights to all parties while increasing the speed of information and value for all stakeholders.
Over the last several months, we have made incredible progress; we have more than doubled the size of our team, brought in strong AI expertise, and introduced new services such as the Concierge and tealbot. Most importantly, we learned an incredible amount from our enterprise and supplier users. We learned about how they envision the future of tealbook and their desire to continuously accelerate access to trusted intelligence.
“On August 9, 2017, we launch the next generation of tealbook.”
This release is the embodiment of everything we have learned. It simplifies the user experience with a clean, updated interface. The tealbook platform learns and will give back to our users with more insight and actionable intelligence. It improves collaboration among internal enterprise users and bridges an important gap for suppliers. The foundation of tealbook’s next generation is just the beginning. It is built on a cutting-edge technology that will accelerate our continuous improvement efforts and leverage machine learning to deliver deeper insight.
We are listening. We will continue to learn from our users to deliver a platform that is worthy of a market leadership position as the source for peer-driven supplier intelligence. This is a big step towards delivering on our shared vision – the first of many that will make for an exciting fall.
— Ian Woodbury, COO, tealbook
To learn more about tealbook, visit our website, watch videos from procurement and suppliers on YouTube, and follow us on Twitter: @tealbook.
Posted on Jul 18, 2017 Leave a Comment
Eleven years ago, I was visiting a client who wanted to introduce me to a supplier she highly recommended.
“Steph, you need to meet these guys,” she said. “They are incredible and have done great work for my team.”
She leaned behind her desk and grabbed a two-inch thick binder filled with business cards from supplier contacts she had accumulated over her extensive career. She couldn’t remember the name of the company but she knew would recognize the card. She spent 10 minutes filing through her contacts. Luckily, she found the card and gave it to me, but she asked for it back after I wrote down their information. She didn’t want to lose their contact information…
“I left that meeting thinking about the wealth of intelligence she had stored in that binder and the scores of other binders sitting under procurement desks all around the world.”
Not only did it take her 10 minutes to find, it was static and only she had access to it. Her team couldn’t leverage the intelligence, procurement had zero visibility, and her organization couldn’t capitalize on it. The day she left the company, her binder and experiences went with her. That supplier’s information was hidden from her peers, unable to help them grow their business. Unless she was present, or offered the information up, the supplier’s information was not being shared. Read More