• Renier Bester

When procurement goes digital: Day 4 - Stakeholder Landscape

Part four of this five-part series of articles in which we discuss the often neglected key enablers of a procurement digitalisation journey, looks at a slightly less obvious enabler – the stakeholder landscape.

Neglected enabler of the day: Stakeholder landscape

A stakeholder landscape is something that the change-management people look at, isn’t it? I bet this statement sounds familiar to most of you. Although this is partially true, identifying the stakeholder landscape shouldn’t only be done once a project commences. This would be too late and may leave the project at a disadvantage from the start. And it isn’t solely the change team’s responsibility. 

Well before the project starts, analyse the project landscape and determine what individuals or groups can influence the project or will be affected by it. When Procurement develops a procurement digitalisation strategy in isolation, with no consultation or inclusion of the other stakeholders, they guarantee themselves considerable push back and lack of adoption of this strategy.

Reaping rewards from procurement digitalisation involves digitalisation of the full source-to-pay process. This means that not only Procurement, but all parties that interact with each other in this process, are stakeholders to procurement digitalisation. This typically involves the legal department for their contribution to contract content and requirements, procurement specialists, users and approvers of business purchasing activities, accounts payable for processing invoices, supplier risk management, inventory management, and others.

The procurement department should spend some time determining the relevant stakeholders for inclusion and consultation of the procurement digitalisation strategy. Key stakeholders like Accounts Payable should participate to ensure that it caters for the requirements of everyone.

It is important to understand that this proactive approach to achieve buy-in may require additional effort in the initial stages of compiling a procurement digitalisation strategy and may even require some compromises from a procurement-centric point of view, but it will ensure the best result for all participants to the source to pay process. 

It is a lot easier to have someone buy into a strategy if they participate in building it, rather than trying to convince them to accept a foreign strategy forced upon them.

Emile Olckers is a principal consultant at Supply Chain Partner.  He applies his time enabling customer  procurement and sourcing optimisation and visibility using market leading digital platforms. Able to analyse customer challenges and provide suitable solutions using a combination of technology and process enablers, he is passionate about partnering with customers to deliver on their procurement digitalisation vision .Emile has spent his 18-years in business providing customers with insight and visibility into their inbound supply chain operations and leading the development of pre-populated business intelligence tools for SAP to enable customer visibility in very condensed periods of time. He has been involved with customers spanning multiple sectors: manufacturing, mining, petroleum and chemicals, transportation and airlines.


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