Clarifying the complex/numerous trade-offs between solution approaches such as S2C mini suites, large S2P suites, niche solutions and platform-based (e.g., low-code) approaches — leading to cross-functional friction, dissatisfaction and delay/cost.
Moving beyond episodically ‘throwing apps at the problem’ and struggling to guide a digital procurement strategy that validates best-in-class architectures in support of evolving operating models (including organization/tech constraints) BEFORE pursuing tech vendor selections.
Gaining objective counsel from consultants that have biased vendor-specific S2C/S2P implementations practices or have poor intelligence on the broader market (unless they license TechMatch intelligence from Spend Matters).
Learn more about S2C tech capabilities and discover the importance of capabilities in your technology selection.
Establish the core digital infrastructure for strategic procurement beyond process silos of sourcing, contracting and supplier management, but also stakeholder/demand, performance/value and project/program management, opportunity/risk analytics, market intelligence integration and other areas.
Support robust category management that spans, segments and optimizes all ‘upstream’ processes (beyond category strategy formulation and sourcing event design), ‘guided’ category management, community intelligence, etc.
Flexibly deploy suites modularly and support complex multi-organization, multi-system environments demanded by modern federated procurement operating models.
Read the latest articles on S2C in the Content Hub.
