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For most Chief Procurement Officers and their teams, transforming the procurement department is more of a journey than a destination. And, while the timing of when a transformation begins and what strategy will be pursued each fall within the control of procurement team, the actual starting point (or where) for a procurement transformation journey literally depends on where the department is today – its “current state.”

The variety and complexity of the procurement function and where it sits within the larger enterprise give rise to dozens if not hundreds of unique current state situations.

For the purposes of this report, Ardent Partners will review three common current state scenarios and discuss and present a recommended path for each.

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For most Chief Procurement Officers and their teams, transforming the procurement department is more of a journey than a destination. And, while the timing of when a transformation begins and what strategy will be pursued each fall within the control of procurement team, the actual starting point (or where) for a procurement transformation journey literally depends on where the department is today – its “current state.”

The variety and complexity of the procurement function and where it sits within the larger enterprise give rise to dozens if not hundreds of unique current state situations.

For the purposes of this report, Ardent Partners will review three common current state scenarios and discuss and present a recommended path for each.

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