Procurement operates reactively with minimal or no alignment to business strategy. Leadership involvement is weak or absent. Urgent need for structure, strategy, and leadership commitment.
Procurement has some awareness of business alignment but lacks structured processes. Leadership may show some support, but it's inconsistent. The team needs clear direction and stronger executive sponsorship.
Procurement is partially aligned with business strategy, with moderate leadership involvement. Some structured processes exist, but execution gaps remain. More refinement and leadership support are needed.
Procurement is proactively engaged and contributes to business objectives. Leadership actively supports transformation. However, some areas for fine-tuning remain.
Procurement is fully embedded in corporate strategy. Leaders champion procurement transformation, making it a value-adding function that drives innovation and sustainability.
The procurement team lacks the necessary skills and resources. There is minimal training, and collaboration with internal stakeholders is weak or nonexistent. The function operates in silos, leading to inefficiencies and misalignment with business needs. Significant investment in training and cross-functional collaboration is required.
Procurement professionals have some level of training, but it is inconsistent. There are limited interactions with stakeholders, mostly on a reactive basis. The team is functional but lacks a strategic mindset and empowerment to make high-value decisions. Leadership needs to actively support professional development.
The procurement team is moderately skilled, with some structured training programs in place. Collaboration with internal departments exists but is not always effective or consistent. There are signs of stakeholder engagement, but procurement’s influence in decision-making is still developing. More structured training and empowerment are needed.
Procurement professionals are well-trained and supported, with structured career development paths. Cross-functional collaboration is strong, and procurement is seen as a valuable partner in business decisions. The team is empowered but may need refinement in engagement strategies or more advanced training.
Procurement operates as a fully integrated, high-performing function. The team is highly skilled and continuously trained, with clear career growth opportunities. Cross-functional collaboration is seamless, and procurement is proactively involved in key business decisions. The function is considered a trusted advisor within the organization.
Procurement operates with little to no structured processes, relying on manual or ad-hoc purchasing methods. There is no standardization, and processes are inefficient, leading to high risks and operational bottlenecks. Digital tools are either nonexistent or rarely used. A complete process overhaul and digital transformation strategy are required.
Some basic procurement processes exist, but they are inconsistent and not standardized across the organization. Technology adoption is limited, and most operations are manual or semi-digital. There is little automation, causing inefficiencies. Procurement needs to adopt structured workflows and introduce basic automation.
Procurement processes are structured and somewhat standardized, but execution gaps exist. Digital tools are in place but not fully leveraged. Some automation exists, but manual intervention is still high. Procurement is working towards efficiency, but more digital integration and process optimization are required.
Procurement processes are highly structured and standardized across the organization. Digital tools and automation are widely used to drive efficiency and reduce risks. However, some legacy systems or process inefficiencies may still exist. Further optimization can enhance agility and responsiveness.
Procurement is fully optimized, data-driven, and AI-enhanced. Automation and digital tools are deeply integrated into operations, ensuring real-time decision-making and seamless procurement workflows. Procurement drives cost savings, efficiency, and compliance, positioning it as a high-value function within the organization.
Procurement relationships are purely transactional, focusing only on cost savings rather than long-term value creation. There is little to no collaboration with suppliers, and no strategic supplier management practices are in place. Innovation and sustainability are not considered. A comprehensive supplier relationship management (SRM) strategy is needed.
Procurement engages with suppliers at a basic level, but relationships are not strategic. There is some awareness of supplier collaboration, but it is inconsistent. Sustainability and innovation efforts exist but are minimal. More focus on value-driven partnerships is needed.
Procurement has some structured supplier collaboration, and there is an effort to build long-term partnerships. Supplier engagement includes more than just cost negotiations, and some sustainability initiatives exist. However, deeper integration and strategic alignment are required.
Procurement actively manages supplier relationships, focusing on value creation, risk management, and innovation. Collaboration is structured, and long-term partnerships drive competitive advantage. However, some areas, like sustainability or supplier development, may need further improvement.
Procurement fully integrates suppliers into business strategy, fostering mutually beneficial relationships. There is a strong focus on innovation, risk management, and sustainability. Suppliers are strategic partners, contributing to long-term business growth, cost efficiency, and ESG (Environmental, Social, Governance) goals.
Procurement does not track key performance indicators (KPIs) or measure its impact on business performance. There is no structured approach to cost savings, risk management, or value generation. Procurement is seen as a reactive function rather than a strategic asset. A performance measurement framework is urgently needed.
Some KPIs exist, but they are not consistently tracked or used for decision-making. Procurement has some cost control measures, but risk management is weak. Procurement needs to develop structured reporting and a risk management framework to improve its business impact.
Procurement monitors KPIs and performance metrics, but not all insights are used effectively. Cost-saving strategies exist, and risk management is developing. There is a clear effort to measure impact, but further optimization is required to drive strategic value.
Procurement proactively tracks performance, cost savings, and risk management. Data-driven decision-making is partially embedded, and procurement has a defined strategy for measuring and reporting its impact. Some areas still require fine-tuning, such as more advanced analytics and predictive risk management.
Procurement operates with fully integrated performance measurement and analytics. Procurement’s impact is quantified, data-driven, and aligned with business objectives. Cost savings, risk reduction, and value creation are consistently reported and used for strategic planning. The function is seen as a key driver of business success.
This quick assessment evaluates your procurement function based on the EFQM model—focusing on key enablers with a simpliefied Scoring.
Procurement is in an Ad Hoc stage. High need for structure and strategic alignment. Some Areas for Improvements are identified and can be strengthen.
Procurement is in a Basic stage—some processes exist, but improvements are needed.
Procurement is Developing—clear efforts are being made, but execution gaps exist.
Procurement is Advanced—structured and proactive, with room for fine-tuning.
Procurement is Strategic—a best-in-class function aligned with business objectives.
Information and Disclaimer
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Your procurement function has been assessed at a high level. To gain deeper insights and create an actionable improvement roadmap, consider a full Procurement - Maturity Assessment conducted by The Procurement Team.
The Procurement Maturity Assessment provided by The Procurement Team is intended solely for informational and educational purposes.
The assessment results are based on the responses provided and should not be interpreted as a definitive evaluation of an organization’s procurement function.
The Procurement Team does not accept any liability for decisions made based on the results of this assessment.
This assessment does not constitute professional advice, nor does it create any legal obligations or warranties.
Organizations are encouraged to seek further professional consultation before implementing any strategic changes based on the assessment outcome.
By participating in this assessment, you acknowledge that The Procurement Team is not responsible for any direct, indirect, or consequential damages that may arise from the use of the provided information.
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