Procurement technology roadmap_template_2020

1. Procurement Technology Roadmap

2. PR O CUR EMENT T E C H N O L O GY R O A DMA P Average Organization Impact Low Medium High Depth of Commitment Low Medium High Assessment Factors Ne x t 1–3 Years 2 Currently I mpl e me nte d Ne x t 3–5 Years Not Planning Supplier Cognitive Procurement o Virtual C ompany Digital Supply NetworksHelpdesk Virtual (DSN ) V irtual C ategory Mall R oom Supplier R oom Self-Servic e for Transactional Procurement Innovation Portal Collaborat ion Networks Robotic Process Automation Machine A utomated Reporting Mobile Process Execution Professional Learning (AI) Services E-Catalogs Predictive Analytics Real Time Analytics Data Visualization Tools Cloud-Based C omputing Master Data Management C ybersecurity Data Privacy Transactional Data Lake External Market Data Lake Total Traceability Product Coding Critical Character Recognition Social Media Platforms for Procurement Simultaneous Language Translation IoT Sensors IoT Data Lake Mobile Reporting Blockchain Small Central Procurement Core with Business Em bedded Staff Category Managers with Strong Knowledge of How to A pply Digital Technology in Procurement Sharp Reductions in Transactional Staff Due to Digital Centers of Exc ellence Data Scientist Roles Technologist Roles Predictive Analytics Team Predictive Demand Bases on Spend Automated Audit Resource Planning and Allocation End-to-End Remote Supplier Screening Using Robotics and Advanced Analytics Response Evaluation Aut om at ed Sourcing Projec t M anagem ent and Tracking Automated Supplier Integrated External Supplier and Market Data Digital Workflow for Automated Contract Approvals Performance Management A utomat ed Perform ance Scorecarding E-Invoice Generation and Reconciliat ion Single Access Point for Supplier Information Mobile Visual Reporting and Analysis Procurement Digital Contract Authoring Automated R F x Authoring Automated Sourcing Project Identification E-Spot Buys P2P Spend Analysis Online Multi- Supplier Shopping Carts Management Strategic Sourcing SRM Contract Management Digitally Assisted Remote Supplier Pre-Qualificat ion Third Party Risk Management Automated Identificat ion of Improvement Opportunit ies Category

3. S U R V E Y METH O D O LO GY Technology Investment Components A ssessed Factors Used to A ssess Technology Investments 3 Procurement Processes Upgraded Technology and Capabilities Organizational Change ■ Spend Analysis ■ Strategic Sourcing ■ Contract Management ■ Procure-to-Pay ■ Supplier Relationship Management ■ Risk Management ■ Cloud-Based Computing ■ Mobile Process Execution ■ Robotic Process Automation ■ Data Visualization Tools ■ Real Time Analytics ■ Predictive Analytics ■ Virtual Category Room ■ Virtual Supplier Room ■ … ■ Data Scientist Roles ■ Predictive Analytics Team ■ Procurement Centers of Excellence ■ Sharp Reductions in Transactional Staff ■ Small Central Core Procurement ■ Category Managers with Strong Knowledge of Technology Adoption Timeframe How quickly do you anticipate the process will be updated with new digital technologies, the capability delivered, or the organizational change implemented? (e.g., been using for two years, planning to adopt) Impact on Organization How much value will the digital process, digital capability or organizational change bring to your organization? (e.g., impact on improving data visibility, increasing process automation and delivering strategic value to procurement and the business) Depth of Commitment How much is Procurement willing to invest in upgrading a process with digital, establishing a new digital capability or changing the organization toextract value out of digital investments? (e.g., time, money, headcount) Source: C E B analy sis.

4. Adoption Level How quickly do you ant icipate t he process will be updated with new digital t echnologies, t he capabilit y delivered, or t he organizational change implemented. ■ Currently Implemented ■ Next 1–3years ■ Next 3–5 years ■ No Plan for Adopt ion Impact How much value will t he digital process, digit al capabilit y or organizat ional change bring t o your organization? (e.g., improving dat a visibility, increasing process aut omation and delivering st rat egic value t o procurement and t he business.) Low Medium High Depth of Commitment How much is Procurement w illing t o invest in upgrading a process with digital, est ablishing a new digital capabilit y or changing t he organization t o extract value out of digital investments. Assessment Factors PR O CUR EMENT T E C H N O L O GY R O A DMA P Next 1–3 Years Low Medium High 4 Currently Implemented Not Planning Next 3–5 Years o

5. IMPACT EXPLA I NED Not Planning Next 3–5 Years Next 1–3 Years Automated identificationof improvement opportunities P2P Currently Implemented Impact Low Medium High Depth of Commitment Low Medium High 5 Assessment Factors

6. D EPTH O F COMMITMENT EXPLA I NED Impact Low Medium High Depth of Commitment Low Medium High Assessment FactorsNot Planning Next 3–5 Years Next 1–3 Years Automated identificationof improvement opportunities P2P Currently Implemented 6

7. PR O CUR EMENT P R O C E S S UPGR A D ES Average Organization with Less Than 1.5B in A nnual Revenue Impact Low Medium High Depth of Commitment Low Medium High Assessment Factors P r e d i cti ve D e m a n d Ba se s o n S p e n d Au to m a te d Au d i t Re so u r ce P l a n n i n g a n d Al lo ca tio n E n d - to - E n d Re m o te S u p p l i e r S cr e e ni n g U si n g Ro b o ti cs a n d Ad va n ce d An a l yti cs Au to m a te d S o u r ci n g P r oje ct Ma n a g e me n t a n d Tr a cki n g Au to m a te d S u p p l i e r Re sp o n se E va l u a ti o n D i g i ta l Wo r kfl o w fo r Ap p r o va l s A u to m a te d P e r fo r ma n ce S co re ca rd i n g E - I n vo i ce G en e ra tio n a n d Re co n ci l ia tio n S i n g l e Acce ss P o i n t fo r S u p p l i e r I n fo rm atio n I n te g r ate d E xte r n al S u p p l i e r a n d Ma rke t D ata Mo b i l e Vi su a l Re p o r ti n g a n d An a l ysis D i g i ta l Co n tr act Au th o r i n g Au to m a te d RF x Au th o r i n g Au to m a te d S o u r ci n g P r o je ct I d e nti fi ca tio n E - S p o t Bu ys Au to m a te d Co n tr a ct P e r fo r m a n ce Ma n a g em e n t P 2 P S p e n d An a l ysi s On l i n e Mu l ti- S u p p l i e r S h o p p i n g Ca r ts Ma n a g e m e n t S tra te g i c S o u rci n g S RM Co n tr a ct Ma n a g e m e n t D i g i ta l ly Assi ste d Re m o te S u p p l i e r P re -Q u al ifica tio n Th i r d P a r ty Ri sk Ma n a g e m e n t Au to m a te d I d e n ti fica tion o f I m p r o ve m e n t Op p or tu n iti es Ca te g o r y Next 1–3 Years Currently Implemented Next 3–5 Years 7 Not Planning

8. T E C H N O L O G Y A N D CA PA B I LI TI ES Average Organization with Less Than 1.5B in A nnual Revenue Impact Low Medium High Depth of Commitment Low Medium High Assessment Factors Supplier Proc urem ent Virtual Com pany Mall Digital Supply (DSN ) Helpdes k Virtual Net works Supplier Room Virtual Cat egory Room Cognit ive Self-Service for Transactional Proc urem ent Innovation Portal Collaboration Net works Robot ic Process A ut om at ion Machine A utom ated Report ing Mobile Process Execution Professional Learning (AI) Services E-Catalogs Predictive Analyt ics Real Time Analyt ics Data Visualization Tools Cloud-B ased Com put ing Master Data Managem ent Cybersecurity Data Privacy Transactional Data Lake External Market Data Lake Total Traceability Produc t Coding Critical Character Rec ognit ion Social Media Platforms for Proc urem ent Simultaneous Language Translation IoT Sensors IoT Data Lake Mobile Reporting B loc kchain 8 Next 1–3 Years Currently Implemented Not Planning Next 3–5 Years

9. O R GA NI Z A TI O NA L C H A N GE Average Organization with Less Than 1.5B in A nnual Revenue Impact Low Medium High Depth of Commitment Low Medium High Assessment Factors Small Central Procurement Core with Business Em bedded Staff Proc urement Centers of Exc ellence Data Scientist Roles Technologist Roles Predictive Analyt ics Team Next 3–5 Years Next 1–3 Years Currently Implemented o Sharp Reductions in Transactional Staff Due to Digital Cat egory Managers with Strong K nowledge of How to Apply Digital Technology in Procurement Not Planning 9

10. EXEMPLA R S MA KE T R A D E O F F S C L E A R Digital Exemplar Roadmap Ne x t 1–3 Years Currently Not Planning Ne x t 3–5 Years o Cloud-Based C omputing P2P SRM C ategory Spend Analysis Automated Management Sourcing Contract Project Identification Management Automated Identif ic at ion of Improvement OpportunitiesThird Digital Party Risk C ontract A utomated Management Authoring R FFx Authoring E-Spot Buys Automated Supplier Response Evaluation and Allocation Single Access Point for Supplier Information Digitally Assisted Remote Supplier Pre- QualificationEnd-to-End Remote Supplier Screening Using Robotics and Advanced Analytics Automated Strategic Contract Sourcing Performance Management Automated Performance Scorecarding Automated Audit Resource Planning Automated Sourcing Project Management and Tracking Online Multi-Supplier Shopping Carts Digital Workflow for Approvals E-Invoice Generation and Reconciliat ion Integrated External Supplier and Market Data Mobile Visual Reporting and Analysis Predictive Demand Bases on Spend Sharp Reductions in Transactional Staff Due to Digital Predictive Analytics Team Category Managers with Strong Knowledge of How to A pply Digital Technology in Data Scientist Procurement Roles Small Central Procurement Core with Business Em bedded Staff Procurement Centers of Excellence Data V isualization Tools Technologist Mobile Reporting Real Time C ybersecurity/ Roles Analytics Data Privacy Blockchain Social Media Platforms for Procurement Simultaneous Language Translation Optical Character Recognition Collaborat ion Networks Total Traceability Product Coding External Market Data Lake Analytics Transactional Data Lake Master Data Management IoT Data Lake IoT Sensors Professional Services Automated E-Catalogs Imple me nte d Reporting Robotic Process Automation Supplier Innovation Portal Machine Learning (AI) Mobile Process Execution Predictive Cognitive Procurement Helpdesk Procurement V irtual Company Self-Serv ice for Mall Transactional Virtual Category R oom Digital Supply Networks (DSN) Virtual Supplier R oom Impact Low Medium High Depth of Commitment Low Medium High 10 Assessment Factors

11. V E N D O R S B Y PR O CUR EMENT P R O C ES S E S Usage of Providers of Procurement Technology Percentage of Procurement Staff Indicating Usage Spend Analysis Strategic Sourcing Category Management Othera S A P Ariba Oracle SpendHQ GEP Zycus SA P Determine Inc. Microsoft BravoSolution Spend360 Ivalua SciQuest 0% 15% 30% n =58 Procurement organizations. a O ther includes: B U C S A naly tics built w ith consultant, IBM Watson, JD E, Lexington A naly tics, Litm us Group, P ow erA dv ocate, Q lik and A naly tics 8, Rossly n A naly tics, S pend Intelligence, Tableau, V ertigon, and Workday . 28% 14% 12% 9% 9% 5% 5% 3% 2% 2% 2% 2% 2% S A P Ariba Oracle Othera Microsoft BravoSolution Zycus Ivalua SA P SciQuest 21% 21% 16% 11% 11% 5% 5% 5% 5% 71% 11 14% 14% Othera Ivalua SA P 0% 15% 30% n =19 Procurement organizations. Source: C E B 2017 Digitization B enchm ark Initiativ e. a O ther includes: Fieldglass—for P rof Sv cs buy ing, FlexRFP, P owerA dv ocate, ScanMarket, S ourcing Intelligence, and Workday . 0% 40% 80% n =7 Procurement organizations. Source: C E B 2017 Digitization B enchm ark Initiativ e. a O ther includes: Excel-Based, Positiv e Purchasing A cademy , P ow erA dvocate, SharePoint (H om e Grown), and IBM Watson.

12. Procure-to-Pay Contract Management S A P Ariba SA P Oracle Othe ra C oupa GEP Ivalua Microsoft BravoSolution IBM Emptoris Zyc us Netsui te Basware S A P Ariba Othera Oracle Microsoft BravoSolution Zycus GEP C oupa SciQuest Ivalua Apttus Determine Inc. SA P IBM Emptoris 0% 10% 20% n =45 Procurement organizations. Source: C E B 2017 Digitization B enchm ark Initiativ e. a O ther includes: Infor, Serv ice Now, Taulia, Workday , and Work day ERP. 20% 20% 16% 11% 9% 7% 4% 2% 2% 2% 2% 2% 2% V E N D O R S B Y PR O CUR EMENT P R O C E S S E S (CONT.) Usage of Providers of Procurement Technology Percentage of Procurement Staff Indicating Usage 0% 15% 30% n =43 Procurement organizations. a O ther includes: C ontract Tracker, InEight—HD C ontracts, Matter Management, N ot U sing Tech, Nov artis, other, Pramata, S pring C M, and Wax Digital. 12 8%2 21% 9% 7% 7% 5% 5% 5% 4% 2% 2% 2% 2% 2%

13. V E N D O R S B Y PR O CUR EMENT P R O C E S S E S (CONT.) Usage of Providers of Procurement Technology Percentage of Procurement Staff Indicating Usage Supplier Relationship Management Risk Management Zycus C oupa SciQuest BravoSolution Oracle Determine Othera S A P Ariba SA P Othera Ivalua 0% 40% 80% n =8 Procurement organizations. Source: C E B 2017 Digitization B enchm ark Initiativ e. a O ther includes: A rav o, A rcher, C E B , D&B, H y brid Program, and R S A M. 75% 13% 13% 0% n =19 Procurement organizations. 13 15% 30% 29% 17% 14% 11% 6% 6% 6%GEP Fully Outsourced Using (BPO) 3% Provider IBM 3% 3% 3%

Procurement technology roadmap_template_2020

Procurement technology roadmap_template_2020

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Procurement technology roadmap_template_2020