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	<title>Procure IQ</title>
	
	<link>http://www.procureiq.com</link>
	<description>Strategic Sourcing, Procurement, and Supply Chain Management</description>
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		<title>Where Are The Extreme Supporters?</title>
		<link>http://www.procureiq.com/2010/07/28/where-are-the-extreme-supporters/</link>
		<comments>http://www.procureiq.com/2010/07/28/where-are-the-extreme-supporters/#comments</comments>
		<pubDate>Wed, 28 Jul 2010 17:01:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Miscellaneous]]></category>
		<category><![CDATA[Supply Chain]]></category>
		<category><![CDATA[rants]]></category>

		<guid isPermaLink="false">b5ca4777-0ecc-4d36-97de-6ebd553f27cc</guid>
		<description><![CDATA[A recent Vision Statement in the Harvard Business Review on why a business should Behold the Extreme Consumers, the 5% of customers so infatuated with the brand that they spend more than 10% of their lifetime income on it that many brand managers fear, had some impressive statistics:         100% personally identify with and say they gain meaning from a favourite brand        98% have defended the brand against perceived attacks in the media or from other firms or individuals       96% ...]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Hitchhiker’s Guide to e-Procurement: Goods Receipts, Part II</title>
		<link>http://www.procureiq.com/2010/07/28/a-hitchhikers-guide-to-e-procurement-goods-receipts-part-ii/</link>
		<comments>http://www.procureiq.com/2010/07/28/a-hitchhikers-guide-to-e-procurement-goods-receipts-part-ii/#comments</comments>
		<pubDate>Wed, 28 Jul 2010 11:00:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Procurement Innovation]]></category>
		<category><![CDATA[inventory]]></category>

		<guid isPermaLink="false">4ff1b1b1-ef17-4225-bfb2-78121e46a73d</guid>
		<description><![CDATA[Mostly Harmless, Part IX  Previous Post  In the last post, the goods receipt was defined and some of the complexity around the requirements thereof were discussed.  This post will address some of the challenges associated with the goods receipt, some of the associated best practices, and some of the benefits that could be expected from an appropriate e-Procurement solution that effectively handled goods receipts.  Common Challenges         m-Way Matching      The goods receipt needs to be matched back to the appropriate purchase orders and/or contracts ...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/28/a-hitchhikers-guide-to-e-procurement-goods-receipts-part-ii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Open Discussion this Friday on Indirect Spend</title>
		<link>http://www.procureiq.com/2010/07/27/open-discussion-this-friday-on-indirect-spend/</link>
		<comments>http://www.procureiq.com/2010/07/27/open-discussion-this-friday-on-indirect-spend/#comments</comments>
		<pubDate>Tue, 27 Jul 2010 23:10:35 +0000</pubDate>
		<dc:creator>Justin Fogarty</dc:creator>
				<category><![CDATA[LinkedIn]]></category>
		<category><![CDATA[Procurement]]></category>
		<category><![CDATA[Services Procurement]]></category>
		<category><![CDATA[Sourcing]]></category>
		<category><![CDATA[Spend Management]]></category>
		<category><![CDATA[Supply Management]]></category>
		<category><![CDATA[indirect spend]]></category>
		<category><![CDATA[legal services]]></category>
		<category><![CDATA[marketing]]></category>
		<category><![CDATA[supply market dynamics]]></category>
		<category><![CDATA[temporary labor]]></category>
		<category><![CDATA[travel]]></category>

		<guid isPermaLink="false">http://www.supplyexcellence.com/blog/?p=5225</guid>
		<description><![CDATA[When I asked the Strategic Sourcing &#38; Procurement LinkedIn group members to suggest topics for upcoming calls, there were a lot of requests pertaining to indirect spend. So, this Friday, the group&#8217;s July member conference call will be an open discussion on indirect categories (marketing and consulting will definitely be covered - if you have [...]]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/27/open-discussion-this-friday-on-indirect-spend/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Procurement Leadership in the Perfect Storm – Webinar</title>
		<link>http://www.procureiq.com/2010/07/27/procurement-leadership-in-the-perfect-storm-webinar/</link>
		<comments>http://www.procureiq.com/2010/07/27/procurement-leadership-in-the-perfect-storm-webinar/#comments</comments>
		<pubDate>Tue, 27 Jul 2010 20:43:55 +0000</pubDate>
		<dc:creator>DWilmes</dc:creator>
				<category><![CDATA[General]]></category>
		<category><![CDATA[Sourcing]]></category>
		<category><![CDATA[Spend Analysis]]></category>
		<category><![CDATA[cost avoidance]]></category>
		<category><![CDATA[procurement transformation]]></category>

		<guid isPermaLink="false">http://www.esourcingforum.com/?p=51048</guid>
		<description><![CDATA[The current economic crisis that continues to negatively impact global markets  has dramatically altered the competitive landscape for corporations. Every day,  the news is the same. Demand, revenue, profits, and shareholder value are all  down while t...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/27/procurement-leadership-in-the-perfect-storm-webinar/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>What’s Driving Your Supply Chain Strategy?</title>
		<link>http://www.procureiq.com/2010/07/27/whats-driving-your-supply-chain-strategy/</link>
		<comments>http://www.procureiq.com/2010/07/27/whats-driving-your-supply-chain-strategy/#comments</comments>
		<pubDate>Tue, 27 Jul 2010 17:01:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Supply Chain]]></category>

		<guid isPermaLink="false">9debe50b-2a26-4605-88dd-1a93daf4bd2d</guid>
		<description><![CDATA[The recent report on Supply Chain Strategy in the Board Room by the Cranfield School of Management and Solving Efeso listed the top 10 functional drivers of supply chain strategy at the 181 companies surveyed in the report. While all are valid considerations, the reality is that there should be only one driver of corporate supply chain strategy, because there's a big difference between a consideration and a driver.  Customer service, distribution, and planning are all valid considerations, but none should drive the supply chain strategy.  The supply chain strategy should be driven by the corporate strategy and ...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/27/whats-driving-your-supply-chain-strategy/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Ecovadis: Ecovating the Globe</title>
		<link>http://www.procureiq.com/2010/07/27/ecovadis-ecovating-the-globe/</link>
		<comments>http://www.procureiq.com/2010/07/27/ecovadis-ecovating-the-globe/#comments</comments>
		<pubDate>Tue, 27 Jul 2010 11:00:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Marketplaces]]></category>
		<category><![CDATA[SaaS]]></category>
		<category><![CDATA[Supplier Management]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[sustainability]]></category>

		<guid isPermaLink="false">9f337d4c-1a2d-4d61-9b4e-f8ca13ea92d5</guid>
		<description><![CDATA[When we introduced you to Ecovadis back in 2008, we pointed out how this European start-up was building a sustainability solution for evaluating and monitoring suppliers in a manner that would help companies meet and exceed the emerging green and sustainability regulatory requirements.  Fully compliant with GRI G3 (Global Reporting Initiative) standards and the ISO 26000 CSR Guidance with their solution that tracks metrics across 23 green/sustainable criteria for the 150 procurement categories they support, it provides a very extensive CSR scoring mechanism across environmental, social, ethical, and supply chain issues.  Back in 2008, all they had on ...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/27/ecovadis-ecovating-the-globe/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>You Say You Know How To Balance Competing Objectives.  Are You Sure?</title>
		<link>http://www.procureiq.com/2010/07/26/you-say-you-know-how-to-balance-competing-objectives-are-you-sure/</link>
		<comments>http://www.procureiq.com/2010/07/26/you-say-you-know-how-to-balance-competing-objectives-are-you-sure/#comments</comments>
		<pubDate>Mon, 26 Jul 2010 17:01:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Best Practices]]></category>
		<category><![CDATA[Decision Optimization]]></category>

		<guid isPermaLink="false">c3b5746f-87af-4aec-aab1-f4d875097ee9</guid>
		<description><![CDATA[You need to source some more cocoa for your chocolate factories to keep production moving (and the oompa loompas working).  In years past, you'd just hold an auction and cut a contract with the lowest cost bidder, but you can't do that now that you're a socially responsible buyer.  You can't buy from some sellers on the Ivory Coast that you know are using child labor, you can't buy from further away than necessary as long hauls greatly increase your carbon footprint, and you can't buy inferior products for your luxury chocolate production lines.    You ...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/26/you-say-you-know-how-to-balance-competing-objectives-are-you-sure/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Hitchhiker’s Guide to e-Procurement: Goods Receipts, Part I</title>
		<link>http://www.procureiq.com/2010/07/26/a-hitchhikers-guide-to-e-procurement-goods-receipts-part-i/</link>
		<comments>http://www.procureiq.com/2010/07/26/a-hitchhikers-guide-to-e-procurement-goods-receipts-part-i/#comments</comments>
		<pubDate>Mon, 26 Jul 2010 11:00:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Procurement Innovation]]></category>
		<category><![CDATA[inventory]]></category>

		<guid isPermaLink="false">ba4d65f1-3893-4fc5-9a47-f4980287561e</guid>
		<description><![CDATA[Mostly Harmless, Part VIII  Previous Post  A goods receipt is a written (or electronic) acknowledgement by a buyer that a specified set of products or services was received by the buyer in acceptable conditions.  It's primarily used for the receipt of goods by a buyer's warehouse or distribution network.  A goods receipt tells the supplier that the buyer has accepted the goods and that the supplier can expect to be paid subject to the terms of the associated purchase order(s) or contract(s).  A goods receipt is so simple in principle that one might believe that ...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/26/a-hitchhikers-guide-to-e-procurement-goods-receipts-part-i/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Imitation is More Than Flattery</title>
		<link>http://www.procureiq.com/2010/07/25/imitation-is-more-than-flattery/</link>
		<comments>http://www.procureiq.com/2010/07/25/imitation-is-more-than-flattery/#comments</comments>
		<pubDate>Sun, 25 Jul 2010 17:01:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Best Practices]]></category>
		<category><![CDATA[Sourcing Innovation]]></category>

		<guid isPermaLink="false">1e919415-5343-47fa-97b3-71506f9ff64b</guid>
		<description><![CDATA[It's good business.  In fact, for most businesses, it's good innovation.  Innovation is difficult and costly for most businesses, and most innovators are unable to capitalize on their innovation to become the market leader.  In contrast, most of the market leaders are companies that perfected innovative imitation, where they come up with cheaper and better versions of the innovative technologies developed by their competitors (which use new and improved technologies and processes that "invent around" whatever patents the competition might possess).  Good examples are given in this Harvard Business Review article which explains why imitation is ...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/25/imitation-is-more-than-flattery/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Good Enough, Best, or Next — Which Do You Choose?</title>
		<link>http://www.procureiq.com/2010/07/25/good-enough-best-or-next-which-do-you-choose/</link>
		<comments>http://www.procureiq.com/2010/07/25/good-enough-best-or-next-which-do-you-choose/#comments</comments>
		<pubDate>Sun, 25 Jul 2010 11:01:00 +0000</pubDate>
		<dc:creator>the doctor</dc:creator>
				<category><![CDATA[Best Practices]]></category>
		<category><![CDATA[Sourcing Innovation]]></category>
		<category><![CDATA[sustainability]]></category>

		<guid isPermaLink="false">a13c7f95-2437-4ab9-8808-15201a5c28d7</guid>
		<description><![CDATA[A recent article in the Harvard Business Review on how best practices get you only so far had some good points, as did the article on how imitation is more valuable than innovation, which illustrated how best practices can be used to get you further than your competitors (who you borrowed the ideas from), but neither of the articles address when you need to go "next", when "best" is the right choice, and when there's no reason to go beyond "good enough".  This is a critical question when formulating your supply chain strategy, just as it is when formulating ...]]></description>
		<wfw:commentRss>http://www.procureiq.com/2010/07/25/good-enough-best-or-next-which-do-you-choose/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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