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Future of procurement

Know how to calibrate the right blend of strategic decision-making and automated support processes

Procurement and Outsourcing Advisory Services

Numerous forces are converging to deeply influence the future trajectory of procurement. Faced with uncertainty over their pace and impact, procurement teams should brace themselves for a myriad of potential scenarios.

In this report we examine how these forces may affect procurement teams and discuss how procurement leaders can respond—and the capabilities they will need to thrive. Our insights are augmented by findings from the KPMG 2023 Global Procurement Survey of 400 senior procurement professionals from a range of industries.

Procurement leaders have a real opportunity to recast their functions as strategic influencers, enabled by generative AI and automation, to drive high-performing, sustainable purchasing activity.

77 %

of procurement executives say risk of supply disruption is a critical external challenge.

12-18 months

Predictive analytics and generative AI are the top two technologies likely to have the biggest impact on procurement functions over next 12-18 months.

66 %

of procurement executives say increased regulatory and ESG demands are heavily influencing strategic sourcing in the next 3–5 years.*

Five strategic imperatives to address signals and seize emerging opportunities

Build a resilient global footprint

through redundancy and regular risk assessments, increasing reshoring/nearshoring, and reducing sole sourcing, with enhanced supply chain transparency and flexible supplier relationships.

Embed big data and generative AI to accelerate automation

dramatically speeding up data processing and analysis, generating insights that drive innovation and enhance productivity and decision-making.

Reaffirm commitment to sustainability and ESG

building a roadmap to guide investment in a transparent, sustainable supply chain and comply with ESG regulations.

Drive continuous performance improvement, harnessing data and analytics

to optimize costs, service levels, and working capital, and rethink category strategies, enforcing vendor contracts and reviewing contract pricing formulas.

Build, train and retain tomorrow’s workforce

by offering strategic roles with accelerated advancement opportunities, investing in in supplier relationship management and TPRM skills, and automating category management.

3–5 years

Procurement executives say developing ESG capabilities is their number one priority in the next 3–5 years.

12–18 months

Implementing data analytics is the single most important activity over the next 12–18 months.

41%

of procurement executives rate their organization’s category management as “highly mature".*

Dive into our thinking:

Future of procurement

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