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8ook 8evlew: Clobal Moblle

LdlLed by eLer A. 8ruck, Madanmohan 8ao


Aprll 2014
4/3/2014



Global Mobile
Applications and Innovations for the Worldwide Mobile Ecosystem

The rise of mobile technology requires that procurement solution providers and practitioners be innovative
about potential opportunities for improvement and problem solving. Through virtual team models and
global supply chains, the applications and requirements of mobile technology are coming, whether
procurement drives the implementation or not. In a July 2013 article on ThomasNets imt Procurement
Journal, Pat Toensmeier referenced a study about the expected adoption rates for mobile technologies in
procurement. A study by AnyPresence Inc., a Reston, Va., company that specializes in mobile business
processes, products, and services, finds that 31.5 percent of respondents have deployed or will deploy
mobile apps for procurement, among other functions, in the next 12 months. An equal proportion will do
the same with apps for supply chain partners and shipping and distribution.
1
As we approach the end of
that 12-month period, no developments have surfaced that look likely to reverse the trend.

Mobile applications that compliment in place procurement solutions are growing in
both availability and adoption. But the effort and expense to implement them and
the implicit cost for providers to design and support them requires a solid
understanding of mobile technology. Far from being a slam-dunk, the application of
mobile technology in procurement should be considered carefully, and should not
be attempted just because it is the next big thing.

Global Mobile, edited by Peter A. Bruck, Madanmohan Rao, is a collection of
articles by mobile technology thought leaders and practitioners. Their various
perspectives capture the idea that while mobile technology has experienced
growth in general, there are personal and cultural hurdles that must be overcome
for the medium to succeed in a corporate context such as procurement. Some of these hurdles are
generational, such as the expectations of newer members of the workforce. Gen Y has core assumptions
about normal as the ability to access and distribute information and reach social connections on demand
around the clock (p. 59). Although this natural affinity for mobile technology would seem a promising
indicator for adoption rates among entry-level workers, their expectations are based on consumer rather
than enterprise applications. Dissatisfaction about response speeds or intuitive design may actually
decrease usage.

In a 2003 paper on The Efficacy of Mobile e-Procurement
2
, researchers from the University of Illinois
found that there was more evidence to support an improvement in communication than in efficiency from
mobile technology in procurement. The authors also found that precise metrics were required to capture
the benefits and impacts of improved organizational flexibility and robustness due to the use of mobile
applications (e.g., opportunity cost from not being notified about urgent requests). While mobile
applications may see increasing use as compliments to traditional system access channels, they are
unlikely to replace them.

The modular nature of the book allows the reader to focus on the content with the greatest relevance to
their current situation rather than needing to digest the entire book to benefit. Of particular interest are the
chapters on The Psychology of Mobile Technologies (Pamela B. Rutledge), Mobile Workforce: The Rise
of the Mobilocracy (iPass, Inc., Kate Blatt, and John Galagher), and Mobile Value-Added Services
(Sanjay Uppal).
-- Kelly Barner, Buyers Meeting Point

1
http://www.thomasnet.com/journals/procurement/nearly-1-in-3-companies-to-deploy-mobile-procurement-apps-in-12-months/
2
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.4.8348&rep=rep1&type=pdf
2
4/3/2014








































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