采购报告之声 -2023年：自主采购年（中英双语） -KEELVAR

1.本内1.本内容与原报告无关;互联网公开数据；3.原报告仅限社群个人学习，如需它4.如有其他疑问请联系微信有效份份行业研究报告、商业计划、市场研究、企业运营及育、互联网、房地产、生物制鲜。这种影响对32%32%种类种类36%副副%3%经理供应链16%33%准备好接受自主自动化过去几年，采购团队遇到了前所未有的过去几年，采购团队遇到了前所未有的也在努力应对91%膨胀和经济衰58%65%膨胀和经济衰58%65%应链中断。预测性*放在了议事日程的首位:49%通过外包或寻找新供应商来降低风险45%ogy预测性*放在了议事日程的首位:49%通过外包或寻找新供应商来降低风险45%ogy34%采购将控制中断。77%77%71%管理地缘政治风险83%克服供应链中断74%管理市场波动供应商视为最重要的采购专业人员也市场中改变他们的采购策略对采购团队最重要的百分比78%本上涨57%利用有限的资源/预算提高工作效率54本上涨52%寻找可持续供应商39%37%。上涨虽然25%的受访者认为成本在可预见的未来不会下降，但大多数采购负责人65%62%65%62%56%53%40%21%同Keelvar专家:将增加采购活动中的竞争“需求和供给曲线变化很快，定价也在“需求和供给曲线变化很快，定价也在现的迪伦·阿尔佩林专业服务主管险。购团队产的供应商(39%)。程的不满加剧了这种倦怠你知道吗？单之外采购73%45%41%40%32% 将73%45%41%40%32% 将提高可见性以获得更好的市场洞察力 将投入更多时间用于战略计划 险带来更多竞争，让采购团队满意，并解决不合理的战动任务上的时间利用自主采购技术进行数字化:89%86%63%89%86%63%我认为这将为更具战略性的计划带来额外的时间。正在依靠自动化来做出考虑更85%6,000通过从包机转换到85%6,000通过从包机转换到的成果——无论行业、类别、复杂性或支出类型如节省更多成本，提高效率，并提高买方和供应商的参与度。购。帮助实现技术成本规避加快技术周帮助实现技术成本规避加快技术周期组合使您组织中的每个。消费都增加了竞争和节采采购专业人员:“我可以诚实地说，这对我们可口可乐系统来说是开创性的。我们现在有一个结构化的数字解决方案来管理我们所有的“非投标”请求，每周从我们的收件箱中删除数百封电子邮件。”供供应商:多不同供应商的投标工具，但Keelvar是我最喜欢的一个。”为什么不与Keelvar团队交流，看 VP3%VP3%GlobalprocurementandsourcingAASIAPACIFIC47%32%15%3%3%$$500M-$1B24%<$500M37%$1BN+39%33%3%19%19%22%24%24%36%TRANSPORT1818%20%3%33%16%Supplychaindisruptionsandvolatilityarenothingnew.Theimpactisjusthittingsourcingteamsharderthanever.Under-resourcedfunctionsandtiredburnoutisjustgettingmoreextreme.Somethingmustgive,and2023lookstobetheyearitfinallywill.SourcingTheautomationrevolutionstartsnow.Thelastfewyearshaveseensourcingteamsencounterunprecedentedlevelsofunpredictability.Theimpactwidelyfelt:theirsupplychaincosts.saidsupplychainoperationswereurveyrespondentsexperiencedboththesemiconductorshortage,andnvasionofUkraine65%58%44%91%Globalconflictandlabordisputeswillcontinuetodisruptthesupplychainin2023.Theavailabilityofcontainerswillcontinuetofluctuate.Inflationwillerodepurchasingpowerforbuyers,whilethemarketsimultaneouslygrappleswiththethreatofdeflationthatwillseethepriceofmanygoodsplummet.rizonifnotalreadyhereThere’snohidingfromconstantmarketprofessionalsdon’tintendto. Overcomingsupply Overcomingsupplychaindisruption Combattinginflationandrisingcosts Scalingproductivitywithlimitedresources/budget pliers Improvingsupplierdiversity Nearshoringorsourcingnewsupplierstomitigaterisk ginggeopoliticalrisks Modernizingsourcingtechnology Overcomingadeclining(orflat)workforce sandorcancelledcontracts83%78%57%54%52%49%45%39%37%34%Itsprofessionalshaveplaceddealingwithmarketunpredictability*atthetopoftheiragenda:8383%overcomingsupplychaindisruption74%managingmarketvolatility71%managinggeopoliticalk77%combatinginflationandrisingcostsDavidSiedt,SeniorAnalystDavidSiedt,SeniorAnalyst“TrackingmoresupplierKPIs,suchason-timedeliveryandloadacceptancepercentages,thenfactoringthemintoawarddecisions,isjustoneofthewayssourcingprofessionalsintendtodealwithsupplychaindisruption.”curementprofessionalswhoranksourcingsustainablesuppliersasofthehighestimportance,nowupto54%thisyearfrom34%previously.Welcomerecognitionthatsourcingcandomoretoaddressitsimpactonclimatechange.Watch:HowMicrosoftShiftedTheirSourcingStrategyinaVolatileMarketSourcingwillmakemoreSourcingwillmakemorecompetitivedeals.Suppliercostsaresoaring,andsourcingisshoulderingtheweight.Almosthalfofallrespondentshaveexperiencedsuppliercostincreasesof10%ormore,withafurtherthirdexperiencingincreasesofatleast5%.While25%ofrespondentscan’tseecostscomingdownintheforeseeablefuture,themajorityofsourcingleadersareactivelyputtingpressureontheirsupplierstocutcosts.65%willemphasizemorefavorablepaymenttermsanddiscounts62%willstrategicallynegotiatelong-termcontracts56%willincreasecompetitioninsourcingevents53%willweighmoresupplierattributesindecisions40%willimplementtechtosupportevents21%willincreasesourcingcadenceProcurementprofessionalswillalsolooktomitigateriskbyimprovingsupplierdiversity(52%,upfromlastyear’s25%)andnearshoringsuppliers(49%).“Demandandsupplycurveschangerapidly,andpricingismovingfast.Asleveragee-auctionstoallowquickandeasynegotiationsonrecurringitems.”HeadofProfessionalServicesProcurement’speoplewilldemandbetter.Tobeexact,86%ofrespondentssawanincreaseintheirworkloadlastyear,while52%reportedtheyhadlessresourcestoactonit.declining,workforce72%versusresourceisnegativelyimpactingsourcingteamsthroughouttheworld.ofofrespondentsreportedhigherlevelsofburnoutss55%Fuellingtheworkloadisonboardingsupplierstheywouldn’thavepreviously(39%).Fuellingtheburnoutisfrustrationwithlong,complexsourcingprocesses(36%).youknow79%ofemployeesquitjobsduetoWithlesshandsatthepump,malpracticepsin24%22%arecuttingcornerstoensuresupplypurchaseoutsideofapprovedsupplierlistsNoNosurprisethenthattacticalspendhasbeenearmarkedfordigitization.tacticalspend-52%categoryplanning-46%strategicsourcingspendanalytics-39%supplierrelationshipssavingstracking-37%Sourcingprofessionalswillembraceautomation.Tonavigateunpredictableconditions,bringmorecompetitiontodeals,keepsourcingngprocesses73%willreducetimespentonrepetitive,manualtasks45%willimprovevisibilityforbettermarketinsights41%willdedicatemoretimeforstrategicinitiatives40%willeliminateroguespend32%willremovetheriskofhumanerrorWhileWhile36%arecuttingbudgetforcapitalexpenses,only12%arecuttingbudgetfortechandinnovation.89%86%63%timespentonmanualtasksthinkitwillresultinextratimeformorestrategicinitiatives.arebankingonautomationtoenablesmarterdecisionsthattakemorefactorsintoaccount.$60msaved$60msavedbyswitchingfromaircharterstocommercialflights6,000automatedeventsforunanticipatedshipments85%timesavedbuilding,runningandevaluatingEmpoweringentireorganizationstosourcelikeexperts.Ouruniquecombinationofautonomoussourcingandsourcingoptimizationenableseveryindividualinyourorganizationtodrivebetteroutcomes.Notjustthoseinprocurement.Automatedworkflowsforlowervaluebusinessbuying.Pluggedintothesamepowerfuloptimizationenginesourcingexpertsuseforstrategicevents.Morebiddersandnon-costitems.IncreasedcompetitionndytheindustrylovesKeelvarTotalSourcingTherevolutionisalreadyhere.IntroducingKeelvarTotalSourcing.Wehelpglobalprocurementteamsdrivebetteroutcomes–regardlessofindustry,category,complexityortypeofs