Key Drivers for Modern Procurement 1

8/4/2019 Key Drivers for Modern Procurement 1

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Procurement

Key drivers for modern

procurement

An SAP Survey ConduCted withthe ProCurement LeAderS network


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4 Transforming Procurement 4 o 5 Ab s 5 k gs 6 Salg a Cllg

tg Calza

8 Pc ejs m P c a Bsss iga

9 Pc a Fac A Bg rlasp

10 Sppl Cllaba12 illg illgc Scg12 Pac14 tclg Gas val16 Sp Aalss n Bs Pacc18 Ssaabl a Cpa Scal

rspsbl

20 Conclusion20 Calza20 Bsss iga a

Cllaba20 Sppl Cllaba20 ipac tclg

Pc20 m Pc

ogazas21 F o m21 Ab Pc Las

n

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Overview

m pc calls sags a gazaal scs gag s al bsss. Pc pac,

llgc, a cllaba a s sg a as pc gazas a abl a a bsss l al l sal al. tsac ps , ccb Pc Las n cjc SAP, xas

sss a pc.i a s cc Aplma2010, as 320 pcxcs ab a sags ag a a pc gazas a asgsls a bac c c a sagc a las a

.

Alg cs b spsss pc gaza s c l sags,cl css, a paal apcss ccs, sss ss aabl a cpa scal sp sbl c g pac.A cs s l alplcs b als sg a sp

pls a sg algplcs ssaabl a scalspsbl. m a , cpasa lg acss glbal spplcas s xcllc sas g sag

a a bs paccs a s gs saas.

t sc pcgazas s als cagg aa call. t s a ap a call l gaza acalz pc sag abls

g cl a saaza calz asacs b sll allslcal pcasg xc. ts c alz scs p pcgazas ga gagp a b l sags gaza.

Alg calza, s alsa g ga b pc a s gaza.As pc pas a c l xps, saaza,a pcss ccs, s ga cllaba ccg spcall ac. i a, cllaba sppls s bcg a pa as gazas l pz sppl ca pac.

Pc s als acg a pc gaza as ga as sagc bsss a b. t asa g pc ga za as as a asac

pcss. m pcgazas a as ablg gaza as a l acg s sagc bjcs cs cg, g cpa scalcs, a sg a sa gs a ssaabl a ca pa a .

Pc llgc pcasg sag s als ggaj cag. hg qal llgc

s bcg sag aaagg sppl s. ma a , as pas cag css a pcg, s bcg ccal acg pcgals spp bsss bjcs.

t pac clg abl pc s als cg g. k aas cs appl g clg cl scg, spplaag, pc, a spaalss. As pa s cs c

lg, a pll s casgl p. t ass c b pcxcs g s a a l a cs cca qc pl assca . o CPo sas, t b sa a sbcg a pa.t pac cag s gg asa as. . . . Cpas a ap

transforming procurement

drivinG ChAnGe in A StrAteGiC roLe

Pc s sagc a b. icas gl cs a ba ll c, s gag

al pc a s clsl ga s bsss, spcall ac.

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clgs a qcl cagg bsss qs.

t s a ga cs sp s bl a aalss cs sagspps a pal xp

s. Sp aalss s casgl as al pc ga za a as a bs pacc acpc pac.

As a pc gaza s , sls a a sagc l g cag a lag a acg cpa gals g cllab a, pac, a llgc.

About the survey

ts aalss s bas 320spss glbal pcxcs a s cc gAplma 2010. eg pc

sps a pc as c spsbl, a 9% sa spplca aag. rsps all s scs (s Fg 1), 71% psg cpas saal xcs 1 bll a54% psg cpas aaal pc sp xcss 1 bll. t gazas p s s s ac pl aaag 245 pcasg ll qals (Ftes).

Key findings

t gs 2010 s aas lls.Gal ogazas a apl calzg

pc acs as sa lg a cs cl bc .

Pc s sagc a b. icasgl csa ba ll c, s gag al pc a s clslga s bs ss, spcall ac.

t sss ssaabl ascal spsbl a sll gg pac sp spaal psss a a

Figure 1: Respondents by Title, Region, Industry, and Revenue

Title Region

RevenuesIndustries

dc

maag

ulsF abag

isalaacg

ral

tlccas

halca

ol accals

Baga acal scs

Paaccal

12%

Asa

n Aca

ep

15B

5B10B

o 10B


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cpas a sls cl. i as bc gazas x plcs sppls, qg sg p a spsbl p c plc; , aj sppls a sll l sl a.

illgc A a ga cs s bg plac

cllc cag laa, pp cpas cag a alsc a a cpa ll l lgc scg blg las as.

t al clg pc as sg, spcall aas sp aalss, sa gc scg, pc, sppl

aag, a scg.

t a l s gg pac. o a clgbs cl cs css, abl pl apl, pcas l, a abl pgaqcl a aaag cal. ts a ccal ac s ablg pc.

Sp aalss cs gacg as a ccal p c pcss. m cpasa lagg sp aa la scg sags a cs a al l asg pc s all pac bsss s pac cs.

Pac Acss spg cpas,

pac cs a bg s

cssl as pc

pac, xcp cs sags as a pcag aag sp, c s cpas ac. t aj cpassa a a bl 10%sags ll s c.

k cs a cpas a sgcl sp aag,Ftes p bll sp, cs sas ac, sppl pac, assaabl. isgl, qs Po ccl s l bg a s lss a 24% .

Sccss al pcas s bg c aac b a as aj cpa s; , cag ll a a sls a al aalz.

Cllaba Sppl cllaba s cgz

a as a a pzgcpa pcsss a ascallpg sppl ca pacb bas s cpa.

ial cllaba acc s als xpag a b cg pa ;, pp sll appas xs cag clsl

a scg plas a pacsas ll as g j pcssps.

Streamlining and ControllingThrough Centralization

o s aac cags s pc sags las as s apl cagggazaal sc pcasgpas, a cla a

s calza. i 2008

Cs sags as a pcag aag sps a kPi cssl s asg pc

s all bsss pac.

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(35.7%) sp s pcasg gazas lla calz l, c a apcasg css a b cpas al bsss s.B 2010 s pp as plg

lss a 6%. (S Fg 2.)

msl, s s a a c lgaza, b calzasacs a ca b a calpcasg sag; 50% sps scb c p c gaza as c l 2010, cpa js 30% 2008. S a, as b a lsss a a cpll calzsc, c all pc s

aag call, pp calz scs sg 20% 2008 26.6% 2010. h , 80% sps sa a pc scll bc calz,

a qal spl b s ga cpll calz pc a s ag a c lsag. Sz cpa plas a pa; l 35.4% bssss aal xcss 1 bll

s pc gazasbcg cpll calz , cpa 54.6% cpa s aal bl 1 bll.ts sggss a lag ga za, lss alsc bcs pl a cpll calzl.

t ax gazaalsc b pg ls xs b pc a bsss

s gaall casg ppla. i2008, 12.3% gazas lla ax l pcasg, spp xpc s 17.4% .

i s ss, s s acalza s ga. i baga acal scs, xapl,61.5% cpas ll ac l pc sag 2010, p 36% 2008, l

als 50% s pcasgbcg cpll calz , p js 20% 2008.

A b acs a g s aa classc cal z pcasg l, c cas s bsss sllg pcasg sa gs. ts acs cl csla a g cl xp, pc a pcss sa

aza, a ga gagp as cpas s aca sal pcsag as a a apg gb l sags gaza.

0%2008 2010 F

C l

Key takeaways

dcalz l:

i 2008, a 35% ll sl i 2010, s a cas lss a 6%

C l l: i 2008, 30% s s l i 2010, s cas a 50% i , a 80% a plag

c l calz ls i bag a acal scs, s

cas 36% 2008 a 61% 2010

max

20%

40%

60%

80%

100%

dcalzCalz

There is an increasing focus on tighter control of expenditure, product and process standardization, andgreater negotiating power.

Figure 2: The Centralization of Procurement

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Procurement Enjoys More Promi-nence and Business Integration

As pc acs bc calz, a als bcg a p spc

gazas. i 2008 l 12.7% pc pas cs a sagc, ba ll c.ta pp as ala s 20% 2010 a s s blg aga , 40%. (S Fg 3.)

As pcs al pl ss,s s s ll ga s bsss. Lss a 20% sps scb a pcs cllaba bsss as pac a css

0%

Key takeaways

Sagc, ba ll c: i 2008, a 12% i 2010, a 20%

i , ll bl 40%

Bac c c: dcas 10% lss a 2%

20%

40%

60%

80%

100%

Sagc, ba ll c

rps a spp b ban a ba ll csa

Bac c c2008 2010 F

Figure 4: Procurements Integration with Business

Key takeaways

Pac a css cllaba: i 2008, lss a 20% i 2010, a 50% i , ll b a 95%

k ab ags a pc pssal:

ilcg a xc ccaslls: 63%

Cag aag capabls: 43% Cag lg a xpc: 32% Pc xpc: 27%

Pac a css

racoccasal pac

ra0%

20%

40%

60%

80%

100%

2008 2010 F

As procurement becomes more centralized, it is increasingly viewed as more strategic.

Procurement is dramatically improving its proactive and consistent collaboration with the rest of the company.

Figure 3: Procurements Increased Internal Prominence

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2008. B 2010 s pp as alalap 50% a s s xc g 95% . (S Fg 4.)Sal sps als a pls sp sgca as cllabag bsss

as c as 40% alg gals a scplac.

Paps as a c sl s cas ba ll s, qas sps scbpcs ps cpa 2010 as sagca 2008 (s Fg 5). rlcgs cas sagc pac a abs a a sg

as pc ps sals, s Fg 4. t caac scs lcg a xccca slls a cagaag abls a b a pa a caacscs cag lg a xpc

a sl ac c pcxpc cs qs a pcpssal.

Procurement and Finance A Budding Relationship

i pacla, pcs lasp ac s bcg sg,as a sa lg a cs cl pcasgss (s Fg 6). t pp sps scbg cllaba b pc aac as pa s

18.7% 2008 47.9% 2010. A72.6% sps bl ll b pa .

t sss c pc a

ac cllaba 2010 a qallspl b ca cs c ags, sg bgs, ag pcss ps. ias alas s, . ol 12.7% sps sa a pca ac g g pcss ps 2008. i2010 a pp as cas 38.8% a s s sg 48.6% .

nal qas sps scbpcs ps cpa 2010as sagc a 2008 paps a csl ba ll s.

Figure 5: Procurements Position Within the

Company.

Lss sagcm sagc

Ab sa

25%

72%

3%

Procurement is viewed as more strategicby 72% of the respondents.

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t gals c pcpas a s clsl csaas a als ac la. msps (40.8%) sa a glcs cg c pccss a a , ll bpg sbl sp (37.8%)a sppg bsss s ax z bg pac (35.8%). (SFg 7.)

Supplier Collaboration

m a pcasg xpsa alzg pac spplcllaba as a a pzgcpa pcsss a ascallpg sppl ca pacb bas cpas. o spsa sppl cllaba asas pa 2008, lssa 11% ag as p

a sa a. y 2010 s

s cpll s, cgzg sppl cl laba as as pa,cpa js 7.1% sll g as pa. o 95% sp s bl a sppl cllabaas ll b pa pa . (S Fg 8.)

ts s a s bac p b ac a gazas a gag

g pac a gla cllaba sppls. i 2008 l 11% gazas pacl a css l cllaba sppls, lagals 50% cllabag l acl al. ts cpas 2010 lss a 10% sll lcllaba acl al, a 32.4% cla cssl s p ac cllaba sppls.o s sps pla gag pac a css

sppl cllaba .

t sls a sgcal b s, sppl cllaba clal l g al s scs as. Als qa (23.7%) sps sal aac g sa a ala pacla cssl cllaba sp pls 2008, c as als cas g as s aag. Ls,76.9% sps salaacg s sppl cllaba

as as bcg pa , cpa l 50% sps bag a acalscs. As sal a aac g scs gall a lg a qcplca sppl cas, p al sags b ga spplcllaba cpas s aaa ll b ga a cpa s basc sppl cas aacg ss.

Figure 6: Increased Collaboration with Finance

0%

Key takeaways

v pa: i 2008, lss a 20% i 2010, a 47% i , ll b a 72%

tpcs cs a spl b: Cs c ags Sg bgs ig pcss ps

i 2008, 12.7% i 2010, 38.8%

20%

40%

60%

80%

100%

v pa

n paipa

2008 2010 F

Relationship with finance is growing stronger, driven by the increased focus on process streamliningand cost control.

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Figure 7: Rating Procurement Goals

Figure 8: Importance of Supplier Collaboration

Key takeaways

Sppl cllaba: i 2008:

m a 34% as pa

Lss a 11% as pa i 2010: m a 35% cgz as

pa i :

m a 95% s sppl cllab a pa pa

iss: m a 76% aacg

p as pa ol 50% bag a acal

scs

0%

20%

40%

60%

80%

100%

2008 2010 F

The importance of supplier collaboration increased dramaticallyfrom 2008 to 2010.

Key takeaways

tp pc gals: rcg c pc

css: 40%

ipg spsbl: 38%

maxzg bsss bgs: 36%

dcasg cpc css: 33%

rcg cas p g capal: 30%

o pc gals: rcg pc

ac: 7% (as las pa gal)

Pc ac

Qal cl a sppl

L cs c scg

Scs spSppl csla

Pc pcsss

Sppl s

Cac aag acplacSppl lasps

Cas g capal

ic pc css

Bsss bgs

Sp sbl

dc pc css

0% 10% 20% 30% 40% 50%

Top procurement goals are increasingly more closely related to finance.

v pa

n paipa

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t s ll c, a, s cpas asall pc sp (lss a500 ll aall) p ac sppl cllaba a s cpa cpas a

c lag pc sp (a 5 bll). A 80% b sc as as pa .

Intelligent Intelligence Sourcing

A aj cag pcasgsag a as a plac g las as s a ccpas appac cllc cag la a. o al

sps sa a ll al pc gag cag la llgc 2008, lss a qa ag a

al sc a a cpa llca . t as la, ,als al (47.9%) sps a a ca al sc a acpa ll ga sc a , lag l 18.8% cpas

al pc plac. i , ab 60% spss ag a al cpasc ca cag laa gag, l 15.5% sa ll sc s jb a pa. (S Fg 9.)

i s xacl a s ll gc s ga a , aj al a aag llgccss a a (sc as

cag cs s a cpcg) a acal a absppls (sc as cas l, ag, asls). Als qa sp

s pacl cllc a ab cps ba,sc as sals pcasg p ac. (S Fg 10.)

hg qal llgc s as

ccal ca pc gals,spcall s sppl s a ag a g b pcg.

Performance

wl l cssl s pac ca (kPi) bsps s cs sags as a p cag aag sp a 89%,sal kPis a s b acpas, clg sppl p

ac scs (71%), al cssasac (75%), a pcFte p sp (66%). Sps gl, qs Po ccl s a

Figure 9: Methods of Gathering Category-Relevant Intelligence

Key takeaways

i 2008: m a 50% a al

pcs ol 25% a a cpa sc

ca a gag i 2010:

m a 47% a a ca cs Lss a 19% a al pcs

i :Ab 60% cpas s ag

al cpa scs ca cag la a gag

n al pc

dca sc a a lcal llosc a pa

dca al sc a acpa ll

0%

20%

40%

60%

80%

100%

2008 2010 F

Focus on and investment in category-relevant information gathering has increased.

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Figure 10: Type of Intelligence Gathered and Method of Gathering

Key takeaways

iall (aag): m a 40% s acal

a cas l, ag, sls m a 40% s cllc aal

a aag ,xpas, cpa scal spsblc, a s

m a 50% s cpa sals a pcasg p ac

m a 70% s l aa cag cs s,c pcg

A spsg 15% a cs

ial (aag)

3 paial (aag)

n cllc

High-quality intelligence is increasingly viewed as critical to procurement goals.

Figure 11: Key Performance Indicators Used to Measure Procurements Business Impact

Key takeaways

A 71%, cs sags as % aagsp s s cssl s kPi

52% abl bsss s scs sags p cags

o p kPis:

maag sp: 49% Sppl pac: 30% Cs sasac: 29% rqs Po:

Spsgl, s lss a 24%

39% as s kPi a all

kPi s s

kPi s cssl skPi s ss s

0%

10%

30%

50%

70%

90%

20%

40%

60%

80%

100%

managdspnd

Cssavngs

roi

Supplpfanc

Cussasfacn

rqusnPo

Ftep$

Susanably

Cost savings at % of managed spend is the most consistently used KPI.

Facala

Aala

Cpa

maa

100%

0%

25%

50%

75%

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as cssl b l 24%, ab 40% asg s pakPi a all. (S Fg 11.) S sp s ca a as aac xcss 50 kPis glal pcsl ca cs

a pcsss, l s sa cs js p a a ll s b baa bsss.

As sags a a ccal kPi ssps, als as a sags c .A abl 52% sps sa asags a all b s bbsss s, l 68% sa a sa gs a cpa

bsss bgs. ts ca c aa cas a paps s cags sp (sc asag) bsss s a all s, l s (sc asc sppls) a .

S sps ca a sals casgl pa asglbal sppl ca s a asg al sppl s. ossa a a s a gal; spc call, asg sppl l

bgg a gazas a pac as a sbg acl . i a cass,sppls a as xps ls a a xpc l a as pa scs .(S Fg 12.)

Technology Gains Value

t s clg as sg al pc

gaza. ol 17.2% sp s a clg as a pa abl pcgaza 2008, cpa 48.2% cgzg as pa 2010. Ls, als qa

clg as pa pcasg bac 2008, a ppa as sc s lss a 4%.o 70% sps acl g a clg ll b a pa abl pc

gazas, lag js 2.3%sll blg as plac pcasg .(S Fg 13.)

Ab sagc pac pc gaza a s clapac bsss bjcs, xc cs, t s sc pp sgcacs sags b g l jsa b a ls sa it bg

gs pc bcas a s b cpa s.ogazas c plablg clgs pc sag a as c al cs sp.

Sppl paca s

Cag sp aalss

Cac alz sags

Aggga gasags

Key takeaways

m a 69% s agggaga sags as a paas

o p aas: Cac alz sags: 52%

Cag sp aalss: 40% Sppl pac a s: 30%

10% 0% 20% 40% 60%10% 30% 50% 70%

Aggregated negotiated savings is the top measurement used for individual procurement-driven initiatives.

Figure 12: Measurement of Individual Procurement Initiatives

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Figure 13: Importance of Technology in Enabling Procurement

0%

Key takeaways

v pa: i 2008, lss a 17% i 2010, a 56% i , ll b a 70%

20%

40%

60%

80%

100%

n pa

v paipa

2008 2010 F

Technology continues to grow in importance in most companies.

Figure 14: Key Areas of Focus for Enabling Technologies

Key takeaways

m a 50% sp s a cs pc sp aalss

o p aas: Scg: 40% e pc: 33% Sppl scca a

pac aag:

21% All lss a 10%:

Sppl a Cac aag Sppl pal Bcag

Sppl a

Cac aag

Sppl pal

Bcag

Sppl s aag

Sppl sccae pc

Scg

Sp aalss

0% 10% 20% 30% 40% 50%

Spend analysis, sourcing, and e-procurement are key targets for enablement.

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i s c clg aasps a s cs p, s sps a a sps(50.9%) sa a a xlcs pc sp aal ss. o clg aas c

sps sa a xlcs a sagc scg (40.2%) sc as pjc aag, rFx,s acs, a l a pc (33.2%) s asacs a lcc pcass. ts aas a g p p sps sa asll ll cs cl spplpals (26.1%) a bcagaalss. (S Fg 14.)

t qas sps a ait sag 2010 a cls plas pl a pcsls. Aga, s s s

aa sp aalss, s sps caga l cs plg a a sp aalss sl.(S Fg 15.)

i s a ll ap a pc sls, s pa ac s pcs ccs, ll b abl pl sss qcl. (SFg 16.)

Spend Analysis Now Best Practice

As ala all , pac sp aalss cs b c gz. A aj sps

a sp aalss as a casglal pc pcss aca p aag ps sgca gas s

cs sags a pz sp l za. As s, gazas a alsalzg al g a sal sp aa classca; 60% sps pl spaalss ls aalzg sp

2010, cpa 40% s 2008. i 2010 qas sps sa a pcasgpas ls bsss scg ags a pps, p js al s 2008. w cplsp sbl bg sccss scg pgas, s sps g a pp sps sa pc gazasa ll sbl cpa

sp aa as s 31.3% 2008 56.7% 2010. (S Fg 17.)

Key takeaways

o a sl clg: i 2008, lss a 33% a l s i 2010, a 57% a ll s

i , a 75% s t s gl clgaas a pccl: Sp aalss Scg Sppl scca a pac

aag e pc

0%

20%

40%

60%

80%

100%

2008 2010 F

w a/ll sw a plas

On-demand technology continues to grow as an important enabler for companies.

Figure 15: On Demand as a Key Deployment Model for Enabling Procurement Quickly

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Figure 16: Key Drivers of On-Demand Deployments

Key takeaways

m a 44% sp s cs c ss as p b

a clg o p aas: Abl pl qcl:

32% ip cas l: 23% upga qcl: 21%

Spsgl, aalabl scs as as las pa aa(7%)

Aalabl scs

rc paal s

Cga a aapabl

upga qcl

ip cas l

dpl qcl

Cs css

0% 10% 20% 30% 40% 50%

Cost-effectiveness is a primary driver of on-demand technology.

Figure 17: Using and Managing Spend Analysis

0%

20%

40%

60%

80%

100%

whavfullvsblyfu

cpaspnd

daa

Spnddaascn

allyanagd

wplyspnd

analyssls

Spnddaaslvagd

fulasucng

sags

wplydaaclansng

andnchn

chnlgs

spnddaa

wkhh

lnsfbusnss

fnsucng

agsanddnfy

ppuns

Key takeaways

Sp aalss ls: i 2008, lss a 40% pl

sp aalss ls i 2010, a 60% a sg

sp aalss ls

Sp aa sbl: i 2008, lss a 32% a ll

sbl sp aa i 2010, a 56% a ll

sbl sp aa

In 2010, over 75% of companies leverage spend data to formulate sourcing strategies.

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i a ss, sp aalss asbc ccal asg pc s all pac bsss.i s ga, as b a sagc scg c aca as a a bs pacc

a c gaza a as ac s sp aag kPis.

Sustainability and CorporateSocial Responsibility

dsp s paal ps ss c a cpasa sls g las as, sss ssa abl a scal spsbl c g pac as

aj cpas. ol asag, 2008, 27.6% spssll a s sss as pa.i 2010 a pp as pp

7.7%, ag a 92.3% s ps cl s as pa pa. ts gss 97.7% . (SFg 18.)

t sppls a ssss ssl s als casg. i2008 l cpasq sppls sg aspsbl pc plc. B2010, l q sppls ag sc asc. o 90% spssa a , spplsll b q sg a spsblpc plc. o qa

sps (28.5%) sa a sppl s a ala b pp p ssaabl cpa sp sbl pac. (S Fg 19.)

t as aj s plcs( 80%) cl a c cs bsss g, alsss, a al a sa sss.dsp ac a 61.5% cpa s a a b ba la

g s sss, , a 60% sa Ceo aag a cg zs as a cp ,js al cpas sll all sppls sl ala a ll a s, l a sll p a ag a all sppls cs ssaabl a cpa spsbl paccs. rsps cgza ssaabl plcs cl acal l aabl pac b l (a

js pc ba al) b axcs l l p psb ag sgca ss pjcs. (S Fg 20.)

Figure 18: Importance of Sustainability and Corporate Social Responsibility

0%

Key takeaways

Ssaabl a cpa scalspsbl:

i 2008, a 27% as pa

B 2010, lss a 8%

as pa i , a 97% s

as bg pa pa

20%

40%

60%

80%

100%

2008 2010 F

These topics continue to grow in importance independent of operational pressures and the sluggish economy.

n pa

v paipa

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Figure 19: Importance of Inclusion of Suppliers in Sustainability Initiatives

Key takeaways

rspsbl pc plc: i 2008, lss a 36% q

sppls sg i 2010, s as s sl

65% qg sppls sg i , a 90%

cpas pla q sppls sg

m a 25% sps pa a pp sppls p ssaabl a cpascal spsbl

0%

20%

40%

60%

80%

2008 2010 F

ys

n

100%

In 2010, over 65% of companies require suppliers to sign a responsible procurement policy.

Figure 20: Measurement and Impact of Sustainability and Corporate Social Responsibility

Focus has increased on sustainability measurement, impact, and training.

Key takeaways

m a 58% sp s a css calas cs pac spcc cags

kPi ass apl ag a p aas

m a 40% aca pcsa cs ssaabla cpa scalspsbl

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Business Integration andCollaboration

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Importance of Technology inProcurement

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Modern Procurement Organizations

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conclusion

ChALLenGeS And oPPortunitieS

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Find Out More

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About the Procurement LeadersNetwork

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www.sap.com/contactsap

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Documents

Key Drivers for Modern Procurement 1