Procurement creates the greatest value before delivery becomes urgent. Once the program is late, operationally disruptive, and integrator-dependent, most contractual provisions become reactive channels for documenting problems rather than preventing them.

If expertise could be created through prompting, organizations using the same models and similar prompts should produce broadly similar recommendations.

A corpus answers the question: “What do I know?” A persona answers the question: “How do I think and judge?” The combination is significantly more powerful than either component individually.

What makes sourcing analysis difficult in real life is rarely a lack of information. Usually, the difficult part is interpretation.

SaaS renewals should not be treated as an administrative activity. They are leverage events. In many companies, the renewal cycle becomes the only realistic opportunity to reassess platform strategy, challenge pricing structures, eliminate inactive subscriptions (shelfware,) review duplicated functionality, negotiate scale-down rights, benchmark commercial conditions, reconsider sourcing strategy, or reassess vendor dependency.

Ultimately, one of the most important procurement questions is not “Which supplier is cheapest?” but rather “What does the supplier know that we do not?”

The Kraljic Matrix was never intended to become a yearly PowerPoint ritual. It was supposed to support procurement decision-making. The more repeatable, transparent, and automated the process becomes, the more useful the model actually appears.

Transforming procurement isn’t a walk in the park. It takes planning, patience, and a bit of grit.

Most supplier surveys don’t fail because of bad questions. They fail because of how they are performed.

Most organisational inefficiency comes from undefined states, unclear ownership, and uncontrolled transitions — not from a lack of intelligence. Those problems are solved with basic RPA and workflow design, not machine learning.

Payment terms are only an “asset” if it produces financial benefits or savings.

Many leading organisations are now shifting toward a hybrid model that combines strong ethical principles with leaner controls, enabling agility, innovation, and supplier collaboration.

And that’s the paradox: you’re buying intelligence, but unless you govern it smartly, it makes your cost model dumber.

"He who would learn to fly one day must first learn to stand and walk and run and climb and dance; one cannot fly into flying." Friedrich Nietzsche We’re often told that mastering prompt engineering is the key to thriving in the AI era. But in my experience, the real power to optimise and streamline business processes has been at our fingertips for years. The RPA Alert This potential is called the RPA - Robotic Process Automation. The hype around RPA was there about a decade

Key Insights from the G2 "AI: Always Included" Report (2025): AI is now considered an essential component in IT procurement rather than a unique feature. Legal and InfoSec teams are pivotal as gatekeepers for AI tools. Deal sizes are decreasing, with buyers frequently using AI instead of RFPs to create vendor shortlists. Smaller buying committees are becoming more common as funding for AI software moves to operational budgets. Many enterprises are changing vendors to improve

Mapping WEF Core Skills for 2030 with the CIPS Global Standard

ADF test helps to understand essential characteristics of data we want to analyse and draw some simple but helpful procurement conclusions.

This blog will study how Monte Carlo simulation can streamline decision-making with the help of mathematics and AI.

This article explores the application of regression analysis to finding the optimal cloud cost composition.

Minimax Strategies Promote Rational Decisions by Balancing Profit and Risk in Monopolist Negotiations.