This year’s survey provides insight into how the procurement operating model is shifting toward more agile procurement strategies. Explore how high-performing chief procurement officers (CPOs) do things differently than their peers and how they actively harness agility to deliver value—even in the face of headwinds.
This year, we’re celebrating the 10-year anniversary of the Deloitte Chief Procurement Officer Survey, marking a decade of benchmarking the procurement industry.
At the end of the day, becoming agile must be seen as much more than an end in itself or a bussword. It’s about transformation, building a set of capabilities, and proving the value and ROI of the effort by tracking appropriate metrics throughout. It requires a deeper and more transparent understanding of the work; careful deployment of resources; and alignment across diverse stakeholders to secure consensus on priorities, support, resources, and funding and to drive execution. Agile procurement requires a strong drive for progress and an appetite for risk: executing more development programs, failing fast (on a smaller scale), iterating, and ultimately getting to a great solution more quickly.
This year’s survey provides the clearest evidence yet that agility is the best antidote to the increasing complexity CPOs must manage. Agility can help organisations not only take advantage of a dynamic set of opportunities presented by an ever-changing world, but also do so faster and better than their competition.
Since 2011, the Deloitte Global Chief Procurement Officer Survey has been providing exclusive insights into the key challenges and opportunities shaping the course of procurement, serving as a global benchmark of sentiment about the function. Over the years, these insights have helped members of the C-suite, procurement leaders, business partners, suppliers, and supporting technology providers further their ambition, strategies, and performance.