The document summarizes the results of a survey of 318 procurement professionals about the priorities and challenges facing the role of Chief Procurement Officer (CPO). Key findings include: CPOs face increasing pressure to find savings while also improving effectiveness; top priorities for CPOs are savings, processes, compliance and innovation; adoption of new technologies like spend analysis and e-sourcing is increasing; and best-in-class organizations outperform others on metrics like spend under management and contract compliance through greater use of technology and earlier supplier engagement. The report recommends CPOs develop an "Agility Agenda" focused on technology deployment, collaboration, and business networks.

1. CPO Rising 2015: The Agility Agenda
Erich Winsloe
October 20th, 2015

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“Procurement is an incredibly
important part of the business. You
need to get that right.”
~ Sam Walsh, CEO, Rio Tinto
THE CEO’S VIEW OF PROCUREMENT

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REPORT DEMOGRAPHICS: CPO Rising 2015: The Agility Agenda
318 Respondents
72% VP or Director-level
82% work in procurement
63% from large enterprises
28 industries
Interviewed 26 CPOs

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PROCUREMENT: PAST, PRESENT, & FUTURE
© Ardent Partners - 2015

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CPO REPORTING LINES
CFO, 32%
CEO, 22%
COO, 19%
Supply
Chain, 7%
Shared
Services , 6%
Line of
Business , 4%
President, 2%
Other,
7%
© Ardent Partners - 2015

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THE CPO’S TOP TWO PRESSURES IN 2015
51%
27%
25%
21%
18%
Find more savings Increase overall
effectiveness and
influence
Better communicate
value and
performance
Increase the
percentage of spend
under management
Better align
procurement with
business goals and
needs
© Ardent Partners - 2015

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TOP CPO STRATEGIES: SAVINGS PRESSURE OR NO SAVINGS PRESSURE
44%
36%
26%
22%
36%
21%
17%
29%
Improve use of
technology (buy
new and/or
improve current)
Improve staff
capabilities
Optimize current
systems and
processes
Improve
collaboration with
suppliers
No Savings Pressure
Savings Pressure
© Ardent Partners - 2015

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THE CPO’S TOP PRIORITIES (NEXT 3 YEARS)
42%
39%
33%
28%
27%
Savings Processes Compliance Innovation People
© Ardent Partners - 2015
David Natoff (Head of P2P @ Google):
“While savings are important it’s not key
focus … . Our focus is on accelerating
the business, keeping it nimble. Did you
get the right supplier, quickly, to enable
what you needed to do? That makes
competitive. Cost is just one component
to value.”

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“It is a great time to be in procurement.”
~ Robert Gleason, Director, Div. Purchases & Supply
(“CPO”), Commonwealth of Virginia
THE CPO’S VIEW OF PROCUREMENT

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BUT, SHOULD YOUR PROCUREMENT DEPT. BE DOING BETTER?
Copyright © 2015 - Ardent Partners Ltd.
90%
3%
7%
Yes
No
Not Sure
© Ardent Partners - 2015

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WHAT’S HOLDING PROCUREMENT BACK?
57%
31%
29%
26%
37%
35% 35%
38%
Staff/Talent constraints Budget constraints Lack of technology
infrastructure (i.e.
gaps)
Challenges aligning
processes and
systems
2014 2015
© Ardent Partners - 2015

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LEVELS OF COLLABORATION AND VISIBILITY
Strong Collaboration Visibility
49%
50%
50%
55%
56%
59%
Procurement department's financial
impact
Enterprise spend
Booked savings
% of spend under management
Enterprise goals and objectives
Identified or negotiated savings
© Ardent Partners - 2015
47%
60%
62%
71%
With budget-holders
With suppliers
With accounts payable
Between the CPO & CFO
© Ardent Partners - 2015

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THE CPO’S TOP DRIVERS FOR FUTURE SUCCESS
44%
48%
53%
53%
66%
Better team execution
Better communication plan
Larger and/or more talented staff
New (or improved) technology
Earlier engagement on sourcing
opportunities
© Ardent Partners - 2015

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WHAT WILL DRIVE PROCUREMENT FORWARD?
Technology Usage and Intentions
37%
48%
42%
16%
50%
40%
28%
39%
29%
38%
42%
33%
30%
37%
Automated Spend
Analysis
eSourcing Automated
Contract
Management
(Repository)
Automated
Contract
Management
(Authoring)
eProcurement ePayables (AP
Automation)
Business
Network
Currently Use
Plan to Use
© Ardent Partners - 2015

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© Ardent Partners - 2015
Metrics
Best-in-
Class
All Others
Spend under management 90.0% 53.1%
Savings 2014 (Actual) 6.7% 5.8%
Savings 2015 (Target) 6.6% 6.6%
Addressable spend that is sourced 61.8% 43.9%
Spend that is contract compliant 66.3% 51.7%
Transactions that are contract compliant 73.8% 59.7%
Contracts stored in a central, searchable repository 68.9% 53.9%
Percentage of catalog-based spend 14.5% 14.2%
PO-Based Spend 79.2% 58.6%
Suppliers representing 80% of total spend 18.8% 22.6%
Enabled suppliers 36.7% 27.3%
High-risk Suppliers 8.4% 5.6%
Compliance
metrics
Cost
metrics
Supplier
metrics
PROCUREMENT METRICS (BEST-IN-CLASS V. ALL OTHERS)

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© Ardent Partners - 2015
25%
38%
52%
14%
38%
46%
33%
40%
47%
64%
24%
55%
55%
48%
Business Network
ePayables (AP Automation)
eProcurement
Automated Contract Management
(Authoring)
Automated Contract Management
(Repository)
eSourcing
Automated Spend Analysis
Best-in-Class
All Others
BEST-IN-CLASS TECHNOLOGY ADVANTAGE

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BEST-IN-CLASS CHARACTERISTICS
Copyright © 2015 - Ardent Partners Ltd.
© Ardent Partners - 2015

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RECOMMENDATIONS
 Develop and promote an Agility Agenda
 Prioritize the urgency to get engaged earlier on sourcing opportunities
 Deploy new and improved technology
 Use technology to make collaboration a habit within the enterprise
 Use business networks to make collaboration a habit across the supply chain

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Thank You!
Erich Winsloe
Global Procurement Organization
SAP Asia Pacific Japan and Greater China
E-Mail: erich.winsloe@sap.com