The document provides a procurement technology roadmap that assesses technology investments and organizational changes across three dimensions: adoption timeframe, impact, and depth of commitment. It outlines the processes, capabilities, and changes that organizations of different sizes and levels of commitment could adopt in the next 1-3 years and 3-5 years to upgrade their procurement functions through digital technologies and analytics. Areas of investment range from spend analysis and strategic sourcing to robotic process automation, predictive analytics, and changes to staff roles and structures.

1. Procurement
Technology Roadmap

2. PR O CUR EMENT T E C H N O L O GY R O A DMA P
Average Organization
Impact
Low Medium High
Depth of Commitment
Low Medium High
Assessment Factors
Ne x t 1–3
Years
2
Currently
I mpl e me nte d
Ne x t 3–5
Years
Not
Planning
Supplier
Cognitive
Procurement
o
Virtual
C ompany
Digital
Supply
NetworksHelpdesk Virtual (DSN )
V irtual C ategory Mall
R oom
Supplier
R oom
Self-Servic e for
Transactional
Procurement
Innovation Portal
Collaborat ion
Networks
Robotic Process
Automation
Machine
A utomated
Reporting
Mobile Process
Execution
Professional
Learning (AI)
Services
E-Catalogs
Predictive
Analytics
Real Time
Analytics
Data Visualization
Tools
Cloud-Based
C omputing
Master Data
Management
C ybersecurity
Data Privacy
Transactional Data
Lake
External
Market Data
Lake
Total Traceability
Product Coding
Critical Character
Recognition
Social Media Platforms
for Procurement
Simultaneous
Language Translation
IoT Sensors
IoT Data Lake
Mobile Reporting
Blockchain
Small Central
Procurement Core
with Business
Em bedded Staff
Category
Managers with
Strong Knowledge
of How to A pply
Digital Technology
in Procurement
Sharp Reductions in
Transactional Staff
Due to Digital
Centers of
Exc ellence
Data Scientist
Roles
Technologist
Roles
Predictive
Analytics
Team
Predictive Demand
Bases on Spend
Automated Audit Resource
Planning and Allocation
End-to-End Remote
Supplier Screening
Using Robotics and
Advanced Analytics
Response Evaluation
Aut om at ed Sourcing
Projec t M anagem ent
and Tracking
Automated Supplier
Integrated External
Supplier and Market Data
Digital
Workflow for Automated Contract
Approvals Performance Management
A utomat ed
Perform ance
Scorecarding
E-Invoice Generation
and Reconciliat ion
Single Access Point for
Supplier Information
Mobile Visual
Reporting and Analysis
Procurement
Digital Contract
Authoring
Automated R F x
Authoring
Automated Sourcing
Project Identification
E-Spot Buys
P2P
Spend Analysis
Online Multi-
Supplier Shopping
Carts
Management
Strategic
Sourcing
SRM
Contract
Management
Digitally Assisted Remote
Supplier Pre-Qualificat ion
Third Party Risk Management
Automated Identificat ion of
Improvement Opportunit ies
Category

3. S U R V E Y METH O D O LO GY
Technology Investment Components A ssessed
Factors Used to A ssess Technology Investments
3
Procurement Processes
Upgraded
Technology and
Capabilities
Organizational
Change
■ Spend Analysis
■ Strategic Sourcing
■ Contract Management
■ Procure-to-Pay
■ Supplier Relationship
Management
■ Risk Management
■ Cloud-Based Computing
■ Mobile Process Execution
■ Robotic Process Automation
■ Data Visualization Tools
■ Real Time Analytics
■ Predictive Analytics
■ Virtual Category Room
■ Virtual Supplier Room
■ …
■ Data Scientist Roles
■ Predictive Analytics Team
■ Procurement Centers of
Excellence
■ Sharp Reductions in
Transactional Staff
■ Small Central Core Procurement
■ Category Managers with Strong
Knowledge of Technology
Adoption Timeframe
How quickly do you anticipate
the process will be updated
with new digital technologies,
the capability delivered, or
the organizational change
implemented? (e.g., been using
for two years, planning to
adopt)
Impact on Organization
How much value will the digital
process, digital capability or
organizational change bring to
your organization? (e.g., impact on
improving data visibility, increasing
process automation and delivering
strategic value to procurement and
the business)
Depth of Commitment
How much is Procurement
willing to invest in upgrading
a process with digital,
establishing a new digital
capability or changing the
organization toextract value
out of digital investments? (e.g.,
time, money, headcount)
Source: C E B analy sis.

4. Adoption Level
How quickly do you ant icipate t he
process will be updated with new digital
t echnologies, t he capabilit y delivered, or
t he organizational change implemented.
■ Currently Implemented
■ Next 1–3years
■ Next 3–5 years
■ No Plan for Adopt ion
Impact
How much value will t he digital process,
digit al capabilit y or organizat ional
change bring t o your organization?
(e.g., improving dat a visibility, increasing
process aut omation and delivering
st rat egic value t o procurement and t he
business.)
Low Medium High
Depth of Commitment
How much is Procurement w illing t o
invest in upgrading a process with digital,
est ablishing a new digital capabilit y or
changing t he organization t o extract
value out of digital investments.
Assessment Factors
PR O CUR EMENT T E C H N O L O GY R O A DMA P
Next 1–3
Years
Low Medium High
4
Currently
Implemented
Not
Planning
Next 3–5
Years
o

5. IMPACT EXPLA I NED
Not
Planning
Next 3–5
Years
Next 1–3
Years
Automated identificationof
improvement opportunities
P2P
Currently
Implemented
Impact
Low Medium High
Depth of Commitment
Low Medium High
5
Assessment Factors

6. D EPTH O F COMMITMENT EXPLA I NED
Impact
Low Medium High
Depth of Commitment
Low Medium High
Assessment FactorsNot
Planning
Next 3–5
Years
Next 1–3
Years
Automated identificationof
improvement opportunities
P2P
Currently
Implemented
6

7. PR O CUR EMENT P R O C E S S UPGR A D ES
Average Organization with Less Than 1.5B in A nnual Revenue
Impact
Low Medium High
Depth of Commitment
Low Medium High
Assessment Factors
P r e d i cti ve D e m a n d
Ba se s o n S p e n d
Au to m a te d Au d i t Re so u r ce
P l a n n i n g a n d Al lo ca tio n
E n d - to - E n d Re m o te
S u p p l i e r S cr e e ni n g
U si n g Ro b o ti cs a n d
Ad va n ce d An a l yti cs
Au to m a te d S o u r ci n g
P r oje ct Ma n a g e me n t
a n d Tr a cki n g
Au to m a te d S u p p l i e r
Re sp o n se E va l u a ti o n
D i g i ta l
Wo r kfl o w fo r
Ap p r o va l s
A u to m a te d
P e r fo r ma n ce
S co re ca rd i n g
E - I n vo i ce G en e ra tio n
a n d Re co n ci l ia tio n
S i n g l e Acce ss P o i n t fo r
S u p p l i e r I n fo rm atio n
I n te g r ate d E xte r n al
S u p p l i e r a n d Ma rke t D ata
Mo b i l e Vi su a l
Re p o r ti n g a n d An a l ysis
D i g i ta l Co n tr act
Au th o r i n g
Au to m a te d RF x
Au th o r i n g
Au to m a te d S o u r ci n g
P r o je ct I d e nti fi ca tio n
E - S p o t Bu ys
Au to m a te d Co n tr a ct
P e r fo r m a n ce Ma n a g em e n t
P 2 P
S p e n d An a l ysi s
On l i n e Mu l ti-
S u p p l i e r S h o p p i n g
Ca r ts
Ma n a g e m e n t
S tra te g i c
S o u rci n g
S RM
Co n tr a ct
Ma n a g e m e n t
D i g i ta l ly Assi ste d Re m o te
S u p p l i e r P re -Q u al ifica tio n
Th i r d P a r ty Ri sk Ma n a g e m e n t
Au to m a te d I d e n ti fica tion o f
I m p r o ve m e n t Op p or tu n iti es
Ca te g o r y
Next 1–3
Years
Currently
Implemented
Next 3–5
Years
7
Not
Planning

8. T E C H N O L O G Y A N D CA PA B I LI TI ES
Average Organization with Less Than 1.5B in A nnual Revenue
Impact
Low Medium High
Depth of Commitment
Low Medium High
Assessment Factors
Supplier
Proc urem ent
Virtual
Com pany
Mall
Digital
Supply
(DSN )
Helpdes k Virtual
Net works
Supplier
Room
Virtual Cat egory
Room
Cognit ive
Self-Service for
Transactional
Proc urem ent
Innovation Portal
Collaboration
Net works
Robot ic Process
A ut om at ion
Machine
A utom ated
Report ing
Mobile Process
Execution
Professional
Learning (AI) Services
E-Catalogs
Predictive
Analyt ics
Real Time
Analyt ics
Data Visualization
Tools
Cloud-B ased
Com put ing
Master Data
Managem ent
Cybersecurity
Data Privacy
Transactional Data
Lake
External
Market Data
Lake
Total Traceability
Produc t Coding
Critical Character
Rec ognit ion
Social Media Platforms
for Proc urem ent
Simultaneous
Language Translation
IoT Sensors
IoT Data Lake
Mobile Reporting
B loc kchain
8
Next 1–3
Years
Currently
Implemented
Not
Planning
Next 3–5
Years

9. O R GA NI Z A TI O NA L C H A N GE
Average Organization with Less Than 1.5B in A nnual Revenue
Impact
Low Medium High
Depth of Commitment
Low Medium High
Assessment Factors
Small Central
Procurement Core
with Business
Em bedded Staff
Proc urement
Centers of
Exc ellence
Data Scientist
Roles
Technologist
Roles
Predictive
Analyt ics
Team
Next 3–5
Years
Next 1–3
Years
Currently
Implemented
o
Sharp Reductions in
Transactional Staff
Due to Digital
Cat egory
Managers with
Strong K nowledge
of How to Apply
Digital Technology
in Procurement
Not
Planning
9

10. EXEMPLA R S MA KE T R A D E O F F S C L E A R
Digital Exemplar Roadmap
Ne x t 1–3
Years
Currently
Not
Planning
Ne x t 3–5
Years
o
Cloud-Based
C omputing
P2P
SRM
C ategory
Spend
Analysis
Automated
Management Sourcing
Contract Project Identification
Management Automated
Identif ic at ion of
Improvement
OpportunitiesThird Digital
Party Risk C ontract A utomated
Management Authoring R FFx Authoring
E-Spot Buys
Automated Supplier
Response Evaluation
and Allocation
Single Access Point for Supplier
Information
Digitally Assisted
Remote Supplier Pre-
QualificationEnd-to-End Remote Supplier
Screening Using Robotics
and Advanced Analytics
Automated
Strategic
Contract
Sourcing Performance
Management
Automated Performance Scorecarding
Automated Audit
Resource Planning
Automated Sourcing Project
Management and Tracking
Online Multi-Supplier Shopping Carts
Digital Workflow
for Approvals
E-Invoice Generation
and Reconciliat ion
Integrated External Supplier and Market Data
Mobile Visual Reporting and Analysis
Predictive Demand Bases on Spend
Sharp Reductions in
Transactional Staff
Due to Digital
Predictive Analytics
Team
Category Managers
with Strong
Knowledge of How
to A pply Digital
Technology in Data Scientist
Procurement Roles
Small Central
Procurement Core
with Business
Em bedded Staff
Procurement
Centers of
Excellence
Data
V isualization
Tools
Technologist
Mobile
Reporting
Real Time C ybersecurity/ Roles
Analytics Data Privacy
Blockchain
Social Media Platforms for Procurement
Simultaneous Language Translation
Optical Character Recognition
Collaborat ion Networks
Total Traceability
Product Coding
External Market Data Lake
Analytics
Transactional Data Lake
Master Data
Management
IoT Data Lake
IoT Sensors
Professional
Services
Automated E-Catalogs Imple me nte d
Reporting
Robotic Process
Automation
Supplier Innovation
Portal
Machine Learning (AI)
Mobile Process
Execution
Predictive
Cognitive
Procurement
Helpdesk
Procurement
V irtual
Company Self-Serv ice for
Mall Transactional
Virtual Category R oom
Digital Supply
Networks (DSN)
Virtual
Supplier
R oom
Impact
Low Medium High
Depth of Commitment
Low Medium High
10
Assessment Factors

11. V E N D O R S B Y PR O CUR EMENT P R O C ES S E S
Usage of Providers of Procurement Technology
Percentage of Procurement Staff Indicating Usage
Spend Analysis Strategic Sourcing Category Management
Othera
S A P Ariba
Oracle
SpendHQ
GEP
Zycus
SA P
Determine Inc.
Microsoft
BravoSolution
Spend360
Ivalua
SciQuest
0% 15% 30%
n =58 Procurement organizations.
a
O ther includes: B U C S A naly tics built w ith
consultant, IBM Watson, JD E, Lexington
A naly tics, Litm us Group, P ow erA dv ocate, Q lik
and A naly tics 8, Rossly n A naly tics, S pend
Intelligence, Tableau, V ertigon, and Workday .
28%
14%
12%
9%
9%
5%
5%
3%
2%
2%
2%
2%
2%
S A P Ariba
Oracle
Othera
Microsoft
BravoSolution
Zycus
Ivalua
SA P
SciQuest
21%
21%
16%
11%
11%
5%
5%
5%
5%
71%
11
14%
14%
Othera
Ivalua
SA P
0% 15% 30%
n =19 Procurement organizations.
Source: C E B 2017 Digitization B enchm ark Initiativ e.
a
O ther includes: Fieldglass—for P rof Sv cs buy ing,
FlexRFP, P owerA dv ocate, ScanMarket, S ourcing
Intelligence, and Workday .
0% 40% 80%
n =7 Procurement organizations.
Source: C E B 2017 Digitization B enchm ark Initiativ e.
a
O ther includes: Excel-Based, Positiv e Purchasing
A cademy , P ow erA dvocate, SharePoint (H om e
Grown), and IBM Watson.

12. Procure-to-Pay Contract Management
S A P Ariba
SA P
Oracle
Othe ra
C oupa
GEP
Ivalua
Microsoft
BravoSolution
IBM Emptoris
Zyc us
Netsui te
Basware
S A P Ariba
Othera
Oracle
Microsoft
BravoSolution
Zycus
GEP
C oupa
SciQuest
Ivalua
Apttus
Determine Inc.
SA P
IBM Emptoris
0% 10% 20%
n =45 Procurement organizations.
Source: C E B 2017 Digitization B enchm ark Initiativ e.
a
O ther includes: Infor, Serv ice Now, Taulia, Workday , and Work day ERP.
20%
20%
16%
11%
9%
7%
4%
2%
2%
2%
2%
2%
2%
V E N D O R S B Y PR O CUR EMENT P R O C E S S E S (CONT.)
Usage of Providers of Procurement Technology
Percentage of Procurement Staff Indicating Usage
0% 15% 30%
n =43 Procurement organizations.
a
O ther includes: C ontract Tracker, InEight—HD C ontracts, Matter Management,
N ot U sing Tech, Nov artis, other, Pramata, S pring C M, and Wax Digital.
12
8%2
21%
9%
7%
7%
5%
5%
5%
4%
2%
2%
2%
2%
2%

13. V E N D O R S B Y PR O CUR EMENT P R O C E S S E S (CONT.)
Usage of Providers of Procurement Technology
Percentage of Procurement Staff Indicating Usage
Supplier Relationship Management Risk Management
Zycus
C oupa
SciQuest
BravoSolution
Oracle
Determine
Othera
S A P Ariba
SA P
Othera
Ivalua
0% 40% 80%
n =8 Procurement organizations.
Source: C E B 2017 Digitization B enchm ark Initiativ e.
a
O ther includes: A rav o, A rcher, C E B , D&B, H y brid Program, and R S A M.
75%
13%
13%
0%
n =19 Procurement organizations.
13
15% 30%
29%
17%
14%
11%
6%
6%
6%GEP
Fully Outsourced
Using (BPO) 3%
Provider
IBM 3%
3%
3%