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Digital maturity: How to digitize your procurement process successfully

Digital transformation has been the buzzword in recent years. Thousands of digitization projects have been launched across companies, new providers created, new methods (agile, sprints) applied and new units designed. However, the overview is often lost in the process: Which initiatives really create the greatest value, what internal maturity level should be achieved and what are the prerequisites for this?

The tools and technical possibilities have changed a lot over the last five years, but the content priorities have remained the same. The main focus is still on ensuring delivery reliability, quality and costs.

By selecting the right measures and creating the basic prerequisites for this, rapid and measurable improvements in results are possible in procurement.

For this reason, many CPOs ask themselves what is best suited to the digital maturity level of their company. There is no such thing as a “one-size-fits-all” solution. The basis for the right approach to intelligently digitize procurement is to analyze the digital maturity level and prioritize the appropriate initiatives.

Implement your digital transformation with INVERTO at your side

As a procurement and supply chain management specialist, we offer our clients support in the implementation of digital transformation. We combine our in depth functional process knowledge and organizational know-how with our systematic and pragmatic approach.

Our Digital Solution Navigator enables you to orientate yourself in the increasingly complex landscape of digital tools and to identify the solutions that fit your individual needs. With our Digital Procurement Navigator, we help you to evaluate the digital maturity of your procurement, define goals and prioritize and plan digitization projects. We analyze not only the IT tool landscape, but also the organizational readiness.

Thanks to our experience with digital solutions, we are familiar with a variety of tools for specific application areas and can provide you with the best possible overview.

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Procurement organizations are changing

Organizations face a permanent change in their processes and workflows.

In particular, transactional, recurring activities in procurement will be increasingly replaced by automation. For example, the use of virtual negotiations or the reduced need for travel to meet with suppliers. In turn, organizational focus will shift to supplier management, innovation, and internal and external business partnering.

Digital enablers such as Robotics and Advanced Data Analytics are skills that will play a central role in talent management, hiring and training.

Measuring the digital maturity level

Digital maturity is not only about which software solutions are already in use in the company. To measure the level of digital maturity, requirements within the organization are also considered:

  • Are processes clearly defined and structured?
  • Is there a clear commitment from top management, defined responsibilities and budgets to drive digitization forward?
  • Do employees understand the benefits and are they willing to engage in the development?
  • Do the existing structures enable cross-departmental, data-driven work?
  • What skills does the procurement team have?

In our maturity analysis, which is usually based on individual interviews and an analysis of tools, we compare expectations and the status quo. We use benchmarks of comparable companies as a measure of comparison. This assessment is the basis for developing a roadmap for the next steps towards digital procurement.

 

How we support you in the digitalization of your procurement

  • Analysis of the digital maturity level
  • Overview of existing digital tools on the market
  • Identification of the appropriate tools to increase efficiency and enhance the value contribution of your procurement
  • Cost-benefit analysis: value contribution versus implementation costs
  • Development of a strategy and roadmap for your next digitization steps

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What our clients say about us


Ole Anton Gulsvik, CEO, Seven Seas

„INVERTO conducted a detailed analysis of our international processes, and by introducing a new strategic approach for our procurement, it achieved substantial efficiency gains.“

Patrick Juhl, Head of Procurement, Seven Seas

„As a result of the central procurement organization implemented by INVERTO, as well as the pooling of demands, we were able to make double-digit percentage savings.“

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Thomas Pfeiffer, Head of Product Development at willhaben.at

„Together with INVERTO, we have achieved a result that we did not think possible at the beginning of the project. The overall package of tender preparation, service provider workshops and rounds of negotiations at top management level has raised our hosting landscape to a new level of price performance. I thoroughly recommend working with INVERTO.“

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Dr. Jürgen Wickl, Managing Director of Styria Media IT

„By preparing a functional specification, we managed to advertise requirements in a tailored way. INVERTO’s orientation towards precise customer requirements and benchmarks as well as professional negotiations has contributed significantly to the success of this project. The close involvement of employees in this structured tender process is an additional bonus, and something which will benefit us in years to come.“

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Siniša Mitrović, mag.oec., Managing director, Styria Tiskara Zagreb

„Due to the flexibility of the team, we managed to receive additional offers from suppliers and hence increase competition between existing suppliers. Through centralization of our former pick-up locations in Croatia and Bosnia-Herzegovina we managed to reduce the operational work for our employees. Furthermore, this centralization led to a huge additional revenue from our waste paper business. The project work with INVERTO was very professional and made this great result possible.“

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Marc Lamure, Director, Montagu Private Equity Associates LLP

„INVERTO has helped D.O.R.C. with the professionalization of the procurement organization and accompanied the supplier negotiations for various products and services. By implementing new processes and working with procurement staff, the achieved savings enhance sustainability and will result in a more profitable organization.“

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Erwan Quemener, Purchasing Director, Chassis Brakes International

„INVERTO helped us in raising undreamed-of sources of savings in both direct material and indirect material areas. They did not only identify these potentials but they supported us in the implementation phase with a great professionalism.“

Nick Gerrard, CFO, MID Essex Hospital Services NHS Trust

„INVERTO’s market and product knowledge have been invaluable in helping the Trust deliver substantial cost savings in a short space of time. They have the ability to talk the clinicians language, optimise the procurement process and deliver a result the trust could not have achieved itself.“

Bart Stubbe, Vice President of Purchasing LINPAC Group

„INVERTO are assisting LINPAC since early 2008 in transitioning from a decentralised to a category purchasing structure, bringing sourcing expertise, skilled resources, technology and methodology to recognise, create and release value to the company.“


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