In theory, it would be simple: a BI solution (“Business Intelligence”) in purchasing and supply chain is dedicated to the goal of systematically creating transparency over demand, quantity, prices, supplier relationships and processes across sites and departments. A customized yet automated BI tool should replace manual processes for data collection, analysis and input. This should reduce lead times and result in lower costs and prices, or make certain information portayable in the first place.
This additional value for companies resulting from the use of BI tools was already addressed in our first BI article. However, one challenge that many companies face is the sustainable implementation of BI tools. Questions that arise are, for example, “How do I achieve measurable additional value through a BI tool (and portray it)?” or “How do I convince my team to work with the new tool?”. Therefore, this article deals with precisely such challenges and shows ways in which implementation can be facilitated.
Obstacles in the practical implementation of projects and use of new tools are nothing special in BI projects, but typical challenges in (project) management. Regarding the BME barometer “Electronic Procurement”, most interviewees agree with the statement that data-based analyses are generally qualified to make well-founded decisions, which subsequently lead to a process optimization (e.g. increase in efficiency through automation) in supply chain management. The usage behavior stands in stark contrast to this: depending on the use case, existing BI tools are only actively used by companies in a infinitesimally small number. Utilization rates tend to be even lower among small and medium-sized companies.