DIGITAL PROCUREMENT

Doing more with less Rose stresses that , rather than replacing humans in these roles , technology increasingly is “ seeking to augment human capability ” by enabling procurement resources “ to do more with less , or to uncover insights that would not readily be available to humans ”.

According to Rose , the digital workforce is now a blend of human and machine resources meshed together in “ a mutually dependent process ”. He adds that , as with finding the right procurement staff , the challenge is “ often uncovering the right technology to join the digital workforce ”.

Because of this challenge , KPMG surveyed hundreds of technology providers , the aim being to identify the top tech for automating and augmenting procurement functions .

KPMG used its insights to help clients plan ahead so that they deploy the right

Most digital implementations have a success rate of about 30-40 %, points out noted procurement advisor David Loseby , who also has a doctorate in behavioural science .

Loseby says the failure rate is so eyewateringly high because of a “ mindset failure ” on the part of organisations .

He says : “ Digital transformations are not technology-change projects , but people-change projects . If you don ’ t involve the people that are going to be impacted , and suddenly impose it upon them , guess what ? You get lots of rejection .”

For Loseby , re-skilling employees and clearly demarcating their changing roles is an inviolable step in any technology change project .

He warns : “ You ’ re pulling them into the fear of the unknown . You ’ ve got to balance the equation by making sure there ’ s something in the change process for them . Don ’ t leave me fearing I might be shunted somewhere else at the end of it all .” procurementmag . com 75