The biggest predictor of success of procurement organizations’ ability to make the best technology/business trade-offs and ‘pick the right tool for the job’ is having someone within IT and within procurement who is specifically tasked with an architect role to ensure that procurement is able to attain the elusive ‘long-term quick-fix’ solution. If nobody is the designated driver, then decisions are, at best, sub-optimal. Having effective IT/procurement governance goes beyond this discussion, but it is a key success factor. For example, IT may have some budget (and sunk costs and unused licenses) that procurement may be able to access, and there might be a broader IT initiative that procurement can use to latch onto for its own purposes.
Procurement Information Architecture Part 3: Analytics [Plus+]
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