Procurement Transformation and Operating Model
Assess and redesign how procurement operates across organisation, governance, Source-to-Pay, supplier management, Finance hand-offs, technology and data, with a practical route from current state to implementation.
Design the procurement operating model for delivery.
A procurement target operating model must do more than describe a future structure. We connect organisation, roles, decision rights and business partnering to category and sourcing capability, supplier management, Finance hand-offs, process ownership, controls, technology, data, skills and performance measures.
Explore target operating-model design →Assess the current state
Examine organisation structure, roles and responsibilities, decision rights, governance, category and sourcing capability, business partnering, supplier management and skills.Design the future-state model
Agree design principles, accountabilities and service boundaries. Connect process ownership and Finance/Procurement hand-offs to the outcomes the function must deliver.Align Source-to-Pay enablers
Translate the target model into Source-to-Pay processes, controls, data ownership, platform and ERP integration decisions, supplier governance and measurable performance.Sequence transition and adoption
Turn design decisions into a practical roadmap covering capability, technology, implementation ownership, change readiness, adoption and benefit measures.Source-to-Pay Maturity Assessment
The assessment provides an evidence-led current-state view before platform investment, process redesign or procurement operating-model change.
What it examines
Demand and sourcing, organisation and capability, supplier processes, P2P controls, approval flows, governance, data, technology integration, adoption and benefits.
Indicative outputs
A capability maturity profile, control and hand-off gaps, improvement priorities, design considerations and a sequenced implementation roadmap.
How it informs the target model
Evidence from the assessment helps leaders distinguish structural, process, capability, data and technology constraints and define the future-state decisions that matter.
The decision it supports
Leadership can agree where the procurement operating model needs redesign, which investments are justified and how change should be sequenced.
Procurement processes and supplier governance.
PearsonGoldman brings experience across ZIP P2P, Procure-to-Pay transformation, future-state Finance/Procurement process design, procurement controls and supplier processes. Our experience also spans technology procurement, RFPs, vendor evaluation, supplier selection, commercial governance and vendor management.
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Discuss procurement transformation.
Review where purchasing, supplier management and Finance need to work more effectively together.
Discuss procurement transformation →