2021德勤全球首席采购官调研报告-40页_1mb

Summary of Deloitte 2021 Global Chief Procurement Officer Survey: Agility as the Antidote to Complexity

Core Content

The Deloitte 2021 Global Chief Procurement Officer (CPO) Survey highlights the evolving role of procurement in the context of a complex and volatile business environment. The report emphasizes that agility is a critical enabler for procurement to not only manage risk and complexity but also to deliver strategic value to organizations. This shift is driven by the need for greater stakeholder engagement, digital transformation, and supplier collaboration.

Main Views

1. Value Redefinition and Delivery

• CPOs are no longer solely focused on cost reduction but are expanding their value proposition to include operational efficiency, innovation enablement, and strategic influence.
• Corporate Social Responsibility (CSR) and Environmental, Social, and Governance (ESG) goals are becoming more central to the procurement mandate.
• High performers are more likely to have formal tracking of performance against CSR/ESG goals, indicating a broader and more integrated approach to value delivery.

2. Agility as a Strategic Imperative

• Agility is defined as the ability to think and act quickly, manage complexity, and respond flexibly to risks and opportunities.
• Agile procurement organizations are more likely to exceed performance targets, drive innovation, and enhance stakeholder satisfaction.
• The agility index was introduced to measure how organizations leverage agility to achieve performance outcomes, with the top quartile labeled "agility masters."

3. Performance Metrics

• Traditional metrics such as cost savings and cost avoidance are still important, but high performers are increasingly measured on a broader set of KPIs, including:
  • Stakeholder satisfaction
  • Risk and compliance management
  • Supplier performance
  • Digital transformation
  • Labor efficiency
  • Revenue uplift
  • Speed to market
• The report notes that 85% of organizations met or exceeded their savings targets, but revenue and innovation targets remain more challenging to achieve.

4. Stakeholder Influence

• Procurement is becoming more involved in key business decisions such as outsourcing/offshoring, make vs. buy, M&A, and digital strategy.
• High performers are more likely to be involved in all decision-making and have a higher quality of influence, especially with executive advocacy.
• CPOs who are more involved with stakeholders are able to deliver more value, leading to greater stakeholder engagement and support.

Key Information

1. Challenges in the Postpandemic Era

• Supply assurance and supplier resilience are the top concerns for CPOs.
• Risk management is a growing priority, but many CPOs lack the ability to predict and manage supply chain risks effectively.
• Digital transformation is now a strong priority for 48% of CPOs, showing a 20% increase since 2019.
• Internal complexity and digital fragmentation are now seen as significant risks, even beyond the pandemic.

2. Supplier Collaboration

• Supplier collaboration is the second biggest focus for CPOs in 2021, highlighting the importance of digital tools and strategic supplier relationships.
• Supplier information sharing is the top strategy for supply risk mitigation, followed by alternative supply sources and inventory shoring up.
• There is a digital capability gap in Supplier Relationship Management (SRM), with only 24% of organizations using SRM tools for supplier collaboration.

3. Talent and Technology

• High performers are more likely to leverage on-demand, hybrid service delivery models and predictive analytics.
• Talent development and agile development skills are key to building and maintaining an agile procurement function.
• Technology and analytics are essential for configuring processes, improving decision-making, and enhancing agility.

4. The Path to Agility

• CPOs must overhaul legacy processes, policies, and mindsets to build agility.
• The agility imperative requires a combination of operating model, talent, and technology improvements.
• CPOs should ask themselves three critical questions:
  1. How to access the right talent and capabilities when needed?
  2. How to set up systems and processes for efficiency and scalability?
  3. How to harness data for better decision-making and measurable outcomes?

Conclusion

The Deloitte 2021 survey underscores the strategic shift in procurement, where agility is now a core competency for success. CPOs must move beyond cost reduction to become strategic partners by embracing digital transformation, supplier collaboration, and data-driven decision-making. The ability to manage complexity, predict and respond to risks, and deliver broader value is what distinguishes high performers from the rest. As the business landscape continues to evolve, agility will remain a key differentiator for procurement functions aiming to drive future success.