Foremost, Capital Edge Consulting believes in a transformation approach that keeps things simple for ease in communications and managing change while being comprehensive in scope. For the lifecycle of transformation activities, we will consult within four primary areas: Strategy Fundamental in executing a transformation engagement is clearly understanding the strategy and vision of Procurement, for the short-term, near-term and long-term. Common considerations that might be included are: Spend and supplier segmentation Supplier management Category management Sourcing and Contracting Purchasing and Payables Business process outsourcing (BPO) Performance management Compliance objectives Organizational Structure Supporting the established strategy is the associated organizational structure, considerations may include: Contemporary alignment of activities Centralization of strategic and tactical functions within appropriate roles Job framework that provides for meaningful roles to attract entry-level talent and retain talent Organizational strategy Staffing and talent strategy Shared services structure and approach Learning and development programs and platforms Established pathway for functional career advancement Skills Transformations commonly include a need to augment or improve skills as team members support the mission of new roles and functions within the Procurement organization. Further, especially as it relates to implementation of new procurement solutions, skills enhancement is needed to drive solution adoption and value realization. Common aspects of transformation engagements include: Assessment of maturity curve position relative to aspirational position Assessment of job families, job titles and grades, and job descriptions Competency model establishment Assessment of training content Solutions We help customers realize the benefits software systems are supposed to provide. Procurement solutions should enable the strategy and position the function to create and sustain value. Too often, Capital Edge Consulting finds that insufficient digitization of procurement processes within installed source-to-pay solutions are barriers to value creation. Representative aspects of solutions-related support might include: Industry digitization determination and differentiation potential ERP and/or procurement solution selection support Supplier qualification and risk management Category management and strategic sourcing configuration approaches consistent with established strategies Contracting, contract management, and transaction repository Requisition-to-pay process refinement in context of industry compliance requirements Data/spend analytics evaluation and future-state approach determination Solution implementation oversight Solution adoption and optimization support