Figure 12: WHICH OF THE FOLLOWING PROCESSES HAVE BEEN SET AND ADOPTED IN YOUR ORGANISATION?
Spend authorisation process Procurement policy
88.7%
75.5%
Procurement-to-Pay (P2P) process
71.7%
Sourcing process
58.5%
Travel expenses process Supplier management process Contracts management process
56.6%
50%
45.3%
Expenses policy
39.6%
Other Risk management process Category management process
34%
22.6%
1.9%
0
10%
20% 30% 40% 50%
60%
70% 80%
90%
Supplier management, contracts management and category management are less commonly embedded processes, however. It also worth noting that less than a quarter of organisations (22.6%) has documented a policy for managing risks. Processes such as those discussed above need, of course, to be updated as business requirements change, otherwise they become out of date and of no value. Additionally, procurement processes and procedures have to be readily accessible and effectively communicated to internal stakeholders, who also need to understand – and accept – the benefits of complying with these policies. This is an ongoing task for the procurement function and its leaders. Procurement as a facilitator Procurement is a multi-faceted function that acts as a facilitator to various stakeholder groups. Isolated departments reflect either the positioning of procurement as a transactional or order-processing function or the failure of procurement personnel to engage their stakeholders effectively. The results of our survey reveal that, aside from the finance and warehouse / logistics departments, which procurement typically works with (87.7% and 76.4% respectively), less than half of respondents regularly interact with other departments in their organisations.
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