Procurement · Whitepaper
A contracting framework for AI-enabled software
AI-enabled software contracts need clearer language on model changes, data use, actions, auditability, performance and exit.
Procurement · Whitepapers
Whitepapers for Procurement
Structured editorial frameworks for planning technology programmes and aligning stakeholders. This focused collection applies the format to procurement technology decisions.
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Procurement · Whitepaper
Whitepaper: an operating model for strategic sourcing platforms
Decisions about strategic sourcing platforms improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: a cross-functional plan for software procurement
Decisions about software procurement improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: a leadership framework for procurement analytics
Decisions about procurement analytics improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: a phased approach to purchase approvals
Decisions about purchase approvals improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: a practical governance framework for supplier risk management
Decisions about supplier risk management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: aligning people, process and contract lifecycle management
Decisions about contract lifecycle management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: building a durable case for savings tracking
Decisions about savings tracking improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: connecting renewal management to business work
Decisions about renewal management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: designing spend analytics around accountable outcomes
Decisions about spend analytics improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: making supplier diversity systems measurable and manageable
Decisions about supplier diversity systems improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: moving procurement intake from project to capability
Decisions about procurement intake improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: operating category management without unnecessary complexity
Decisions about category management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: reducing implementation risk in vendor management
Decisions about vendor management improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: the decision rights behind procure-to-pay
Decisions about procure-to-pay improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
Procurement · Whitepaper
Whitepaper: the foundation required for third-party risk workflows
Decisions about third-party risk workflows improve when procurement leaders define the work, ownership, evidence and exceptions before selecting or expanding technology.
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