I know that everyone has already beaten Tiger to a pulp, poaching away at the bush meat left in his libertine forest (one almost wonders if he’d trade his famous green Masters jacket for a … well, go spell it out yourself on Urban Dictionary). But I can’t resist getting in one last blow (don’t even think about it, you sick readers) as it pertains to his various escapades and Escalades in the context of procurement and supply chain. So without further adieu, let’s examine how Tiger might have made better use of Spend Management technology to either further his indulgent motivations, or to show more … some … ANY restraint.
Spend Analysis: Tiger could have used a spend-analysis tool in numerous ways, slicing and dicing “vendor” information to make more informed sourcing decisions. (He would, however, have had to use a custom taxonomy to weed out women with cheek rings; UNSPSC does not go that deep, as far as I know). Moreover, he could have applied spend analysis to get at the true supply risk inherent in his activities. For example: if he knew the credit risk (or score) of his potential suppliers, he might have been better able to forecast the true price of buying their silence. Moreover, using spend analysis, he might have optimized his working capital by establishing favorable payment terms; Tiger might have easily saved a few bucks by securing early-payment discounts …
