塑造采购未来的变革趋势

© Oliver Wyman 2025EXECUTIVESUMMARYIn recent years, the role of procurement within organizations has grown tremendously instature and influence. Procurement is a strategic partner that makes a significant contributionto the overall business strategy. This is even more critical in today’s environment, wheregeopolitical instability, technological disruptions, and shifting market dynamics areadding complexity to business operations. Our discussions with +50 Chief ProcurementOfficers (CPOs) across a range of industries confirm this shift, as most are currently leadingtransformative procurement initiatives that are reshaping theirorganizations.The insights gathered from these conversations illustrate the ongoing transformationjourney within procurement functions. None of the transformations are complete yet,signifying a dynamic phase with immense opportunities and challenges. CPOs arenavigating the complexities of digitalization, sustainability, and strategic partnerships, allwhile not just maintaining but continuously improving efficiency and cost-effectivenessto enhance the return on investment (ROI) of thefunction.Looking ahead towards 2030, we focused on two critical questions: What should be at thetop of every CPO’s agenda? And what can they learn from each other to stayahead? © Oliver Wyman 2025Throughout our deep dives, we identified seven transformative trends shaping the future ofprocurement, which were largely confirmed and enriched through discussions withCPOs:We extend our sincere thanks to all +50 CPOs who contributed to this enriching dialogue.Their perspectives and experiences were invaluable, providing a compelling narrative thatnot only reflects today’s procurement landscape but also looks ahead to the challenges andinnovations shaping the future. The time and insights you shared made these discussionsnot only productive, but truly enjoyable. We look forward to continuing this journey togetheras we move toward new horizons in procurementexcellence.Growth without growing:Procurement must take a ROI-driven approach, balancingthe increasingly demandingexpectations of top managementtoward the function while drivingfunctional efficiencies, impact,and internal servicelevels.Procurement as a businessunit:To enhance its role as astrategic partner, procurementmust strengthen its businessacumen, focusing on leadershipand valuecreation.Agility at scale:The ability torapidly shift towards alternativesuppliers and deploy resourcesin a flexible manner arekey.True partnership at scale:Cross-industry alliances andselect strategic partnershipswith suppliers are becomingincreasingly important forinnovation andsustainability.Customer-centric experience:Procurement must prioritize userexperience for internal customers,through both digital tools and humaninteraction. At the same time, aseamless and efficient procurementexperience also benefits suppliers —making it easier to interact withclients encourages suppliers todeliver greatervalue.The human factor of digital:Theaugmented buyer must possessstrong analytical skills and be adata-enabled critical thinker to fullyunlock digital potential. As dataand generative artificial intelligence(Gen AI) become increasinglyintegral to decision-making, criticalthinking is essential, making talentmanagement a key focus acrossprocurementteams.Sustainability as a competitiveadvantage:Efforts to secure a“license-to-operate” should befast-tracked, in parallel focusing onselect environmental, social, andgovernance (ESG) sub-dimensionsto deliver impact and differentiatefromcompetition. © Oliver Wyman 2025Key Hypothesis1GROWTH WITHOUT GROWING:DRIVING ROI BY BALANCINGIMPACT, EFFICIENCY, ANDSERVICELEVELS•Procurement functions are being tasked withmanaging a broader scope while maintainingstable — or even reduced — procurementfunctioncosts•While many CPOs use efficiency levers tonavigate these challenges, few have developeda holistic business case that integrates aclear capacity/resources and capability plan,measurable efficiency initiatives, and a quantifieddemandroadmap•To balance impact, efficiency, and internal servicelevels, procurement must take an ROI-drivenapproach to strategicdecision-makingToday’s growth in scope for procurement is mainlydriven by increasing regulation — primarily insustainability, data management, and IT security —as well as heightened supply chain risks, includingpolitical, climate, cyber, financial, and legalchallenges. This trend is set to continue, drivenon one hand by the next wave of regulations,including the Corporate Sustainability DueDiligence Directive (CSDDD), the EU DeforestationRegulation (EUDR), and the Digital OperationalResilience Act (DORA). On the other hand, thereis a growing need for transparency and agility insupply chains — not only due to tariffs and othergeopolitical shifts but also in response to climaterisks and the accelerating pace ofinnovation.Despite this expanding scope, CPOs report thatbudgets for procurement functions have rem