200 Software Ap l ymcahnaui fna cpteurrf eo rr mb ua ynicneg t shor fot uwgahr ea srterl iavtei os nt os hi mi p pwr oi tvhe as ut epc-h - nt i onluoegdy sporfot vwi adreer uopv eg rr amd ea sn,yt ryaeianri sn. gT, hs ee rpvri coem, ai snedi ss uc po np -o r t oV fa leume phlaopy pe ee sn st owdhrei vnet ei ma mp rsosvuecdc ev sa sl uf uel li yn us us ep pt hl ye csho af ti wn sa. r e . Buying software is the first step, but successful usage requires a tight relationship with the software provider. Using history as a guide, the first impact is managerial tc uo rmn po av ne ry, . lFaoy ro ft fhs e, asnodf t wc uatrbea uc ks es rw, thhei sn tTr ahno sml aat eBsr at ov oa br eudy es fa- idnai yt i oc on not fa tc ht se crhe al ant gi oe n, as nh idp m. Dous et ot of tt hu er ns oo vf tewr , at rhee cdoamy -pt ao n- y tl ehaovueg. hTthl ee arde se ur sl t tiaskae wt heea kp ea ry -coofmf fpr oa mn y.t hT eh eb uc oy on ut itnaunedd a n d unabated acquisition of software companies by venture capitalists is a significant risk for supply chain teams. Over the last decade, Thoma Bravo became more active in acquiring supply chain software, Elemica in 2016, GHX in 2w0i t1h4 p, ar ni odr Aa cnqa up il saint i of onrs $, s1u0c. 4c eBs. sTf uh lol ymian tBergarvaot ,e adt cnoomt pi ma -e , na iceos nosri sdt reonvt ec op sl at tpf ol arymt oi nmn oi lvkaat isos ne .t sT fhoer ht hi set iorr ii nc av le ps tl oa yr si, s leaving previous software acquisitions in a weaker posi- shionlcdee r2s0, 0t h3i sa nmdi gmhot rseo tuhnadn l 3i k0e%a vnaeltuaanbnl eu ablul ys itnoesshs amr eo-d e l . Sgytilils, aa TrihsokmfoarBsurapvpolyaccqhuaiinsitleioandeinrss.upply chain technolo- Tc hhaoi mn sa nBereadv ot oi sb ae Bs tarrobnagrei ar, nn aott twh ee agkaet re. w h e n s u p p l y History: A Closer Look at Supply Chain
tion to compete or drive customer value. Ti shteh ec opnocteernnt iwa l i tdhe ct hi me aCtoi ou np ao fa tchqeu iLsliat imo na sboyf t Tahs os emt sa . BC roauvpoa ao cwqnuei rr es hd i Lp l ahma sans oo ft t bi en eNn ogvoeomdbf eorr 2L 0l a2m0 af soor f$t 1c .u5sBt o. Cmoeurps af o r the past two years. Ls ol af tmwaasroef ti ni st ht hees pu rpi pml ya rcyh ap irno vmi da er kr eotf, nwei tt wh of er wk dc eosmi gpne t - itors. (The strategy of Llamasoft in 2012-2015 was to purchase competitors and become the primary provid- er of network design software.) The Llamasoft solution danepdlroeytmaielenrtss. are active in more than 900 manufacturers Nt oemt wi toi rgka tdeetshi ge ni ms opfat cwt aorfet ihme pdleemmaenndt aat inodn ss uapr pe leysvs ae rnitai ba li l - ity experienced in the last 36 months of the pandemic, inflation, and times of short supply. Supply chain planning idselseisgsnebffuefcfetirvseawndithnooudteas.strong network design plan to Tsthaetefsorthwaatrd-looking statement from Coupa’s earnings “Coupa may not be able to manage its recent rapid growth effectively; risks related to past and future business acquisitions, including their integration with Cou- pa’s existing business model, operations and culture; failure to integrate Coupa’s platform with a variety of third-party technologies, making its platform less marketable; any failure to protect intellectual property rights; changes in privacy laws, regulations, and standards may cause Cou- pa’s business to suffer.” This gap will only worsen with the TthheosmidaeBlirnaevso. acquisition, leaving the Llamasoft assets on
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