Procurement teams aren’t short on AI investment. The budgets are approved, the contracts are signed, the software is live. And yet, across manufacturing, FMCG, construction, and energy, the same story plays out: teams revert to spreadsheets, workarounds multiply, and expensive platforms quietly gather digital dust. The problem isn’t the technology. It’s what happens, or doesn’t...
Giga project procurement is now judged on a single question: can it keep the program on schedule? In the GCC’s mega-programs, new cities, transport corridors, stadiums, tourism destinations, a milestone slip is a national, visible event. Savings still matter, but a 3% cost reduction means little if the project slips 30 days. That shift has...
The promise of AI in procurement has hit a stubborn wall. The promise of AI in procurement has collided with a stubborn reality: 95% of enterprise AI pilots deliver no measurable ROI, according to MIT’s 2025 State of AI in Business study, even after $30–40 billion in enterprise investmentt. Most teams are stuck in proof-of-concept,...
Most procurement teams discover the same thing the moment their first AI tool touches tail spend: it falls apart. Not because the algorithm is weak, but because tail-spend management is, at its core, a data problem the AI was never given a chance to solve. Tail spend is the long list of low-value, high-volume purchases,...
If you run procurement, 2025 quietly rewrote what “good” looks like. Annual supplier reviews stopped being enough. AI pilots stalled the moment they hit untidy spend. Big-bang software rollouts lost the room to faster, smaller wins. And the board stopped asking only about savings. None of these were isolated trends. Underneath each one sits the...
If your supplier review is an annual event, collect data, fill scorecards, present, file away, you are managing risk on a delay. The problem is structural, not effort: a once-a-year snapshot tells you what a supplier did six to twelve months ago, not what they are about to do. That delay is expensive. Financial instability,...
A board member asks you, six months after you awarded a $15M contract: “Why did we choose Supplier B over Supplier A?” You open the Excel evaluation. There are scores, weights and a ranking. But the logic behind them, why quality scored a 7, who decided delivery should carry 20%, what an “8 for innovation”...
Most enterprises do not have a tail spend management problem because they lack systems. They have one because buyers’ route around the systems they already own. When catalogs are confusing and the interface feels slower than email, “just this once” becomes the default, and spend disappears into thousands of small purchases procurement never sees until...
Here is a number that never appears on a procurement dashboard: the percentage of your platform your team actually uses. Not the number of modules deployed. Not the count of suppliers onboarded. Not the go-live date circled on a project plan from fourteen months ago. The real number, active users divided by licensed seats, pulled today, is the one...
S/4HANA migration programs are well-funded, carefully scoped, and staffed with experienced system integrators. Yet a majority of them run over budget, miss deadlines, or go live with a system that underperforms from day one. The reason is rarely technical. It’s data. SAP Business Suite 7 core applications remain in mainstream maintenance until end of 2027,...
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