Guided Buying

What is Guided Buying?

Guided buying refers to the systematic guidance of requestors through the operational procurement process within defined rules, budgets and approvals. It is a functional area of modern e-procurement platforms that digitally identify requirements and maps to the right process steps. This means that guidelines are automatically adhered to without requestors having to know them in detail.

How does Guided Buying help occasional requestors?

Occasional requestors benefit from a clear, guided interface that guides you through the necessary steps and prevents typical errors. This allows orders to be placed faster and more compliant, without the need for extensive training. In practice, additional questionsand process deviationsdecrease because the process becomes more self-explanatory.

How does Guided Buying ensure compliance?

Procurement guidelines are technically implemented in the process: budget limits, approval rules, preferred suppliers and contract conditions are automatically checked. Orders outside of rules or contracts are either prevented or specifically directed into an exception process . This is how compliance is achieved “by design”, not through manual control.

How does Guided Buying help the procurement department?

Guided buying increases the self-service share because end users can complete more orders correctly on their own. This reduces routine requests, manual corrections and support effort. Procurement team gains capacity for strategic tasks such as category management, supplier management and optimization of framework agreements.

How does Guided Buying combine different buying channels?

Guided buying bundles channels such as catalogs, marketplaces, inventories, framework agreements and free text requirements in one interface. The system helps users choose the appropriate channel and then guides them through the compliant process. This makes procurement more consistent, even if there are different types of needs.

How does Guided Buying integrate with SAP ERP (real-time)?

BeNeering Guided Buying solution accesses relevant ERP information in real time, e.g. budgets, supplier status, account assignments or contract references. As a result, decisions in the procurement process are based on up-to-date data, and typical errors caused by outdated information are reduced.

What is the difference between catalogue, marketplace and free text?

Catalogues contain pre-maintained articles with fixed conditions. Marketplaces offer a wider range of products, often with dynamic offers. Free text requests  represent the requests for materials and services that are not available in the catalog and therefore require structuring (for enrichment for example, product  material group, vendor, account assignment). A guided buying process helps to use the right path for every need.

What does no-touch procurement mean?

No-touch procurement describes processes that go through without manual intervention by the purchaser. The prerequisites are clear rules, good master data, structured requirements and automatic checks.

User Adoption in Digital Procurement

Why are digital procurement systems often not used?

Common reasons are a lack of overly complex interfaces or complex systems. Especially in indirect procurement, many employees  order and quickly switch to e-mail, telephone or informal channels when faced with hurdles. If the system is not intuitive and easy to navigate, it will be bypassed.

Why is high user adoption important?

The benefits of digital procurement only arise through consistent use in everyday life. User adoption should therefore be defined as a goal from the beginning. High adoption is reflected, among other things, in the fact that informal ordering channels are declining and throughput times and manual rework are decreasing.

What makes a user-friendly procurement solution?

A user-friendly solution is clear, guides clearly through the process and reacts quickly. It reduces mandatory fields to what is necessary, provides direct feedback and actively supports users (e.g. with suggestions and validations). This reduces dropouts and increases acceptance.

How can smart features increase adoption?

Automatic suggestions (e.g. material group, cost center, delivery address) and real-time checks reduce input errors and uncertainty. In the event of problems (budget exceeded, supplier blocked), the user immediately receives information and alternatives. This makes the process easier and more reliable.

How can usage and efficiency be measured after implementation?

Important key figures are: usage rate, decrease in informal procurement routes, process duration and number of manual interventions. In addition, no-touch rate, cost per order and maverick buying rate are established KPIs to make efficiency and level of control measurable.

How do you reduce Maverick Buying?

Maverick buying decreases if users can quickly find what they need in the system (quick search, relevant catalogs) and can clearly understand what to do t. In addition, technical guardrails (preferred suppliers, budget checks, approvals) and visible benefits for users, e.g. status tracking and shorter throughput times, help.

Real-Time Procurement

What is Real-Time Procurement?

Real-time procurement means that procurement processes work in real time data exchange  with the ERP system. The platform uses up-to-date (aka synchronous) ERP data without time-delayed synchronization or duplicate data storage. This results in consistent decisions and fewer errors due to outdated data.

Why is real-time data access so important in procurement?

In the case of time-delayed synchronization, ERP changes (e.g. supplier blocks, budget changes) may not yet be visible in the e-procurement tool. Real-time validation checks budget, entitlements, and vendor status right at the moment of ordering. This reduces compliance risks and correction costs.

How does data exchange with ERP in procurement reduce system complexity?

When intermediate layers are eliminated, there are fewer interfaces, fewer data copies and less monitoring effort. This reduces the risk of errors and simplifies operation and maintenance of procurement solution. The architecture is becoming leaner and more stable.

What are the benefits of realtime data exchange with ERP in procurement for agility?

Adjustments can be implemented faster because fewer systems have to be changed at the same time. Changes to rules or data fields are done seamlessly and instantly , which makes processes more flexible.

What are the cost advantages of real-time data exchange with ERP in procurement?

No integration effort reduces implementation and operating costs. In addition, running costs for middleware, interface operation and troubleshooting are reduced. This has a positive effect on TCO and ROI of procurement solution.

What data is typically checked in real time?

Typical features include budget availability, account assignment objects (for example, cost center), authorizations, vendor status, contract reference, and organizational assignments. The aim is for inspections to take place during request creation.

Total Cost of Ownership (TCO) in Procurement

What does Total Cost of Ownership (TCO) mean in procurement?

Total Cost of Ownership (TCO) refers to the total cost of ownership of a solution over its entire lifecycle. In the procurement environment, this includes all expenses from implementation to operation to replacement – i.e. in addition to license fees, implementation, integration, ongoing operating and maintenance costs, as well as training and required IT resources. In other words, TCO looks at all the costs incurred during the lifetime of a procurement solution, not just the initial purchase or subscription price.

Why isn’t it enough to just pay attention to license costs?

The annual license or subscription price alone says little about the actual economics of a procurement solution. Often only this key figure is considered at the beginning, as modern software is usually offered as an annual subscription. In practice, however, there are considerable costs beyond the license: for example, for integration into the ERP, for ongoing operation, regular updates and support. Two solutions with similar license costs can therefore cause completely different operating costs over the entire service life. Therefore, the comparison must inevitably go beyond the pure license fees in order to be able to make the economically better decision.

What are the costs incurred in the lifecycle of a procurement solution?

Over the lifetime of an e-procurement solution, several cost blocks come  together:

• Implementation: Effort for the introduction of the software, including process analysis, consulting, adjustments and rollout.
• Integration: Costs for connecting to ERP and other systems, including middleware or additional software components, if applicable.
• Operation: Ongoing infrastructure costs (servers, cloud services), monitoring of interfaces, backup, security and daily support during operation.
• Maintenance & updates: Regular maintenance work, installation of release updates, correction of errors and adjustments to changed processes.
• Training & internal resources: Training of users and administrators, as well as the effort required for internal IT teams that operate and maintain the system (monitoring, troubleshooting, testing, etc.).

All these factors together make up the actual TCO. In particular, operation, maintenance and internal expenses are often underestimated, as they do not occur in one fell swoop, but accumulate over the years of use.

How does the system architecture affect the TCO?

The system architecture is a decisive lever for the TCO. An architecture that consistently relies on ERP as the leading system and  does not require additional middleware can significantly reduce running costs. If, for example, separate integration layers and duplicate data storage are dispensed with, not only are the licensing and operating costs for the middleware eliminated, but also a large part of the time-consuming interface monitoring. The closer the procurement solution remains to the existing SAP structures and processes, the less complex (and costly) the integration is and the lower the subsequent maintenance effort. In short, an SAP-like architecture without data exhange disruptions ensures more stable processes and significantly lower total cost of ownership.

How can companies keep the operating costs of their procurement solutions low?

To keep the TCO low, companies should rely on simple, low-maintenance solutions. This starts with the selection: a procurement solution that already covers a large part of the required functions in the standard system causes fewer implementation and adaptation costs. In addition, it is advisable to prefer solutions that  can be seamlessly integrated into the ERP instead of building a separate isolated solution with many interfaces. Every avoided middleware and every reduction of duplicate structures reduces ongoing expenses. Another factor is the internal operational capabilities: a significant TCO plus is created where the solution can be maintained by the same teams that are already responsible for the ERP. So if your own IT can operate and further develop the platform without specialist knowledge, external dependencies and additional personnel costs are eliminated. Overall, standardization, ERP proximity and internal competence are key factors in keeping the operating costs of a procurement solution low in the long term.

What role do process costs play in the TCO?

TCO also includes internal process costs, e.g. processing time per order, request rework, error corrections and support costs. Solutions with a high level of user guidance and automation can therefore be cheaper overall despite higher license costs.

What role does “Cost of Change” play?

Costs are also incurred by later changes: new fields, new releases, new organizational units. The fewer interfaces and duplicate maintenance, the lower the ongoing adaptation costs.

Replacement of SAP SRM

Why does SAP SRM need to be replaced?

SAP SRM (Supplier Relationship Management) is nearing the end of its life: Official maintenance support will expire in 2027 (with optional extended maintenance until 2030). Companies that use SRM are therefore faced with the task of switching to a successor solution in time. At the same time, many are taking the opportunity to modernize their procurement processes and systems in the course of the upcoming switch to SAP S/4HANA. In short, SRM is being replaced because support is being phased out and because more modern, ERP-integrated solutions are now much more powerful and future-proof.

Is a pure functional replacement of SAP SRM sufficient?

No – a 1:1 function clone would fall short. With the end of SRM, companies are less concerned with how to copy each individual feature and more with the question of what a coherent realignment of the procurement landscape looks like. A simple comparison of functions does not go far enough, because the architecture is decisive: How closely does the new procurement interface interact with the ERP? Where will the business logic lie in the future? How can cloud components be securely connected? Pure “feature-by-feature” thinking overlooks these aspects – and that’s exactly what a sustainable SRM succession solution is all about.

What are the succession options for SAP SRM?

Basically, existing companies that use SAP SRM have two ways to shape the future of their procurement. Option 1: You use the functions of SAP S/4HANA (such as internal catalog/free text orders in the MM module) and supplement them with cloud procurement solution modules or similar solutions if necessary. Option 2: You opt for a cloud procurement solution such as cloud procurement solution or other vendors. Both approaches have advantages and disadvantages – it is important to note that not all alternatives achieve the functional depth and flexibility of SAP SRM. Especially with cloud solutions, the integration effort must be carefully examined, as data and processes must be neatly interlinked with the ERP. So, when selecting the SRM replacement, organizations should consider the desired features as well as the integration architecture and long-term operating costs.

How do you optimally integrate a new procurement solution with SAP?

Tight, real-time integration with SAP ERP is key. The succession solution should use ERP data as directly as possible and feed results back into the core ERP without detours. An architecture without middleware is ideal: The procurement system accesses SAP master data, budgets and rules in real time and continues the orders in the ERP without having redundant connection layers in between. The less data replicated and the more direct the connection, the more stable and low-maintenance the operation. A low or even no replication real-time connection is therefore not a luxury, but the basis for low integration costs, consistent processes and low TCO.

Where should the technical logic lie in the future?

It is best to keep the business logic in the core ERP (SAP). Approval workflows, authorization checks, budget account assignments and similar rules should continue to be defined in the ERP system, while the new procurement solution only uses this logic. This SAP-centric approach has proven its worth: the business controls remain transparent and uniform, and changes (e.g. new approval rules) can be made directly in the ERP. The procurement platform is based on “on top”, so to speak  , without its own parallel set of rules. This means that IT r to act fast within the known SAP ERP environment, and does not require specific additional solution knowledge for changes and updates, and the process changes remain comprehensible for all parties involved.

What functions should the SAP SRM successor solution cover?

A future-proof procurement solution must cover the central processes and functionalities of indirect procurement, which were often available in SRM in the past. In particular, this includes cross-catalog search (to be able to find and compare items across all procurement content and consolidated buying channels for all types of requirements. External supplier catalogs as well as internal material master data, framework agreements, inventories or marketplaces should be connected and uniformly available to the user. A structured free-text form for requests that can not be covered by available procurement content is also essential – so that such requirements can be recorded with all the necessary information and further processed in accordance with the rules. In addition, the solution should support common processes such as demand bundling and sourcing in order to avoid a break between operational requirements and strategic procurement. If certain specific features of the old SRM environment are not immediately available, these gaps should be identified early on and addressed through workarounds or on the roadmap of the new solution.

How can a cloud-based solution be securely integrated?

Many modern procurement solutions rely on cloud architecture. In order for a cloud solution  to be operated securely and compliantly in an SAP-centric landscape, clear divisions of tasks should be provided. The principle has proven itself: configuration and procurement process coverage in the cloud, master and operational data in the ERP. This means that the cloud component can, for example, deliver the friendly user interface for requestors, workflow and procurement process configurations, requests status monitor for requestors, while critical company data (orders, invoices, master data) remain in SAP. In this way, you can use the advantages of the cloud – scalability, faster release cycles – without giving up data sovereignty. It is important that clear rules are defined for cloud integration: What data is allowed in the cloud, where is it stored, who has access and how is compliance with guidelines and data protection ensured. With such a hybrid approach, cloud technology can be used profitably without jeopardizing compliance and governance in procurement.

How do you increase user adaption of the new solution?

Experience shows that user adoption rises above all when the end user  reaches his goal quickly and without detours with the new solution  . Therefore, SAP SRM should be consistently designed for usability. In practical terms, this means a single entry point for all procurement needs, clearly structured buying channels (e.g. directly selectable catalogues, forms for services, etc.) and intelligent presets of user journeys in alignment with procurement policies and and internal compliance rules that relieve the user of work. Guided buying concepts help enormously here – users are guided by curated catalogs and procurement content and automatic suggestions (for material  groups, contracts, cost centers, etc.) so that they can hardly make any mistakes. In particular, free text requests should  be recorded and enriched in a guided manner so that all the necessary information is available even in the event of unusual requirements and the system can forward the process correctly. The smoother the process is for the requestor, the more likely he is to accept the new system. In addition, thorough communication and change management are recommended: If users understand how and why the new solution works, adoption increases considerably.

How should the migration of SAP SRM be planned?

A clear migration plan is crucial for the replacement of SAP SRM. Parallel operations without an end date should be avoided. Instead, it is important to make a decision on a migration strategy at an early stage: either a “big bang” – i.e. the new system takes over all relevant SRM processes at once – or a phased transition with defined phases. However, in the case of gradual implementation, a fixed phase-out date for SRM must be defined from the outset in order to prevent an interim mixed architecture from becoming a permanent solution. Long transition phases cost speed and resources: double data maintenance, two system landscapes and uncertainty among users would be the result. Therefore, it is better to carry out the migration decisively and in a manageable timeframe, with sufficient preparation, testing, and change management support for users.

What are typical risks in a long parallel operation?

Long parallel operation increases duplicate maintenance, interface complexity and confusion for users. This reduces adoption and dilutes the target architecture. A clear exit strategy for SRM is therefore important.

When is S/4HANA standard functionality sufficient for indirect procurement?

For simple standard processes, S/4HANA Sourcing and Procurement can be sufficient if catalogs, user guidance and process coverage fit. In more complex indirect procurement environments (many users, many channels, high free text rate), a complementary in take solution is often required.

Artificial Intelligence in Procurement

Why is artificial intelligence used in procurement?

Artificial intelligence (AI) is used in procurement to accelerate and automate processes and enable better decisions. AI technologies can analyze large amounts of data and recognize patterns that would be barely visible to humans. For example, AI supports procurement team with automatic suggestions and analyses: routine tasks such as are carried out more quickly, and users proactively receive recommendations (e.g. which material group fits, which supplier is preferred). Overall, AI significantly increases process efficiency – orders can be processed faster, more cost-effectively and often more error-free. Procurement teams are relieved of time-consuming standard routine tasks and can devote more time to strategic activities.

How does AI facilitate free-text orders?

One of the most important applications of AI in procurement is to support free text requests. A so-called intake assistant is often  used here – an AI-based assistant that analyzes and automatically structures the description of requirements entered by the user. Specifically, the AI assigns the presumably correct material group to a free-text order, recognizes any suitable existing contracts and suggests suitable suppliers. These suggestions are based on historical data and pattern recognition. For the requestor this means that he has to provide less manual information, and the free text request is classified correctly from the beginning, which significantly accelerates further processing.

How does AI improve product search and recommendations?

AI technologies make the search for products in the catalog or marketplace smarter and provide personalized recommendations. Using smart search algorithms, the system also understands fuzzy or synonymous search terms and thus finds relevant results, even if the user does not know the exact article name. In addition, the AI learns from previous order patterns: It can suggest similar or often jointly purchased items to the user or rank preferred supplier products higher. Such recommendation logics facilitate navigation in the procurement portal and lead the user to the desired product more quickly.

The BeNeering Digital Procurement Platform integrates AI in a variety of ways to optimize procurement. Some examples of AI-powered features include:

• Intelligent free-text forms (guided intake): AI helps to record unstructured needs in a structured way. For example, if the user enters a free text, the AI recognizes relevant information in it and automatically adds attributes such as material group, preferred supplier or cost center. This results in fully completed purchase requisitions from simple text entries.
• Automated supplier evaluation: The platform can use AI to evaluate the performance of suppliers (e.g. based on delivery times, quality, price development) and thus provide procurement with information on top and low performers. These automated assessments facilitate supplier management and show where action may be needed.
• Dynamic workflows: AI makes it possible to flexibly adapt approval and ordering processes to the context. For example, rules can be stored that detect whether an order is risky and then automatically insert additional approvals. In simple cases, however, AI can speed up routine approvals. Such dynamic, AI-supported workflows ensure that processes  run leanly or more thoroughly, depending on the situation – depending on what is required.
• Conversation-based assistants: In addition, there are interactive AI assistants that accompany the user during data entry. For example, they can ask questions if a claim is unclear, or explain guidelines in clear language and suggest next steps. This makes users feel at hand and make fewer mistakes, which further promotes system usage.
• Specialised AI agents for procurement tasks: The platform includes a portfolio of specialised AI agents for specific procurement scenarios. These agents can, for example, process supplier quotations from PDFs and emails, classify requirements into material groups, identify suitable catalogue items, process order confirmations, or answer questions about procurement policies and compliance rules. Customers can activate and combine these agents modularly according to their processes, data maturity and authorisation requirements.

• AI Assistant with intelligent orchestration: A central AI Assistant serves as the single entry point to the platform’s AI capabilities. Users can interact with it in natural language to find items, process quotations, retrieve documents, identify compliant suppliers or check procurement-related information. An underlying AI orchestration layer automatically routes each request to the appropriate specialised agent, platform function or data source, so users do not need to know the underlying system logic or process path.
• AI based on live SAP data: BeNeering’s AI capabilities operate directly against current SAP ECC and S/4HANA data rather than relying on replicated datasets or delayed synchronisation. Through the BeNeering Cloud Adapter, AI agents can access information such as supplier records, order and invoice history, G/L accounts, cost centre budgets, material groups and compliance rules in real time. This means that supplier recommendations, classifications and compliance checks reflect the customer’s current ERP data.
• AI-powered quotation and document processing: AI agents can automatically read supplier quotations and other incoming documents from PDFs or emails, extract the relevant information and transfer it into structured procurement processes. This significantly reduces manual transcription and helps turn previously unstructured supplier information into data that can be processed directly within the platform.
• Embedded procurement intelligence across workplace tools: BeNeering’s open AI architecture is designed to make procurement agents available beyond the platform itself. Via MCP-based services, AI capabilities can also be integrated into environments such as company-owned copilots, Microsoft Teams or other collaboration tools. At the same time, customers retain control over which agents and data sources are enabled and which compliance rules apply, supporting data sovereignty, governance and human oversight.

Will artificial intelligence replace the procurement team?

No. AI in procurement is primarily intended as a support , not as a substitute for humans. It automates many repetitive, time-consuming tasks and provides decision-making support, but does not relieve the procurement of responsible activities. Rather, the use of AI is changing the role of the procurement manager: away from manual order processing to strategic process design and decision-making. Routine processes run automatically in the background, while procurement teams can focus on strategic tasks – such as supplier management, negotiation of framework agreements, demand planning and innovation. People’s expertise and judgment remain irreplaceable. AI provides the data and analyses, and the procurement expert makes the decisions based on this information. Overall, AI thus leads to an increase in productivity and increases the value contribution of procurement teams without making the human component superfluous.

What prerequisites does AI need in procurement?

AI works better when processes are digital, data is structured and master data is maintained correctly/ in full/with great quality. Poor data quality leads to poor proposals and declining adoption. Therefore, data and process basics should be clarified before AI rollouts.

How does AI remain controllable in procurement (governance)?

AI suggestions should be comprehensible and embedded in rules (e.g. preferred suppliers, budgets). In addition, companies must define what data may be processed and . This leaves AI support, not black box.

Free Text Requirements (Unstructured Requirements)

What are free text requirements?

Free text requests are requisitions that are not covered by standard prenegotiated content  or master data . This means that the customer cannot find a preconfigured article in the system and therefore describes his needs freely in text form. Such unstructured requirements are particularly common in indirect procurement – for example, for very special services or products that are not in stock or standardized. As a result, the procurement department is faced with the challenge of addressing these informally described needs and transferring them into the procurement process. Free text requests are considered one of the reasons for increased manual effort because each of these cases must be reviewed and processed individually.

Why are free text requirements a challenge?

The handling of free-text orders is time-consuming because important information is often missing or inconsistent. In contrast to catalog items (where material  group, price, supplier, etc. are already stored), the procurement department must first determine or assign this data for free text requests. If, for example, information on the material group is missing or the description is unclear, questions are necessary. Unstructured requests can therefore lead to delays, misclassifications, and even compliance violations when handled outside the system, such as via email. In short: Without special support, free-text requirements tie up a disproportionate amount of resources in procurement team. Only when they can be systematically structured and converted into structured requests can automation and control be achieved.

How does a modern solution support free text requirements?

Modern e-procurement solutions meet this challenge with guided intake forms and AI support. Instead of letting the user fill in an empty text field, the system At the same time, AI helps to interpret the inputs: The system makes suggestions to the requester for the right material group, a suitable existing contract or the responsible cost center, based on the text entered. This turns a free text input into a largely pre-filled and rule-compliant ordering process. The advantage: What used to end up as an informal e-mail during procurement is now available in the system as a qualified, structured process that can be processed much faster or processed automatically.

How can free text orders be better controlled and automated?

The key is to steer free text needs into standard buying channels. If a free text request has been recorded via a structured form and all the necessary information is included, it can be fed directly into the normal ERP order workflow. Ideally, the same checks and approvals are automatically initiated behind the scenes as for catalog requests. In many cases, such a request can then  be handled completely “no-touch”, i.e. without manual intervention by the procurement. The system forwards the fully enriched demand for release and ordering, and the procurement department only has to intervene in exceptional cases. In addition, such structured free-text processes can be evaluated – you can see, for example, how many of them are incurred, for which material groups they are frequently used, etc. Overall, structure and the data is the prerequisite for bringing free text requirements under control and achieving high automation rates.

When should free text be reduced and when not?

Free text should be reduced if recurring requirements can be mapped to standard products. Free text is useful for real special needs, services or one-off requirements. The goal is not to “ban free text”, but to make it structured and compliant with the rules.

Practical examples and introduction

Which companies use the BeNeering platform?

rely  on solutions from BeNeering for their digital procurement. These companies are integrating Guided Buying and other modules from BeNeering into their procurement processes to source indirect materials and services more efficiently. The reference customers show that the platform is successfully used in various industries (chemicals, telecommunications, biotechnology, etc.).

What results can be achieved through guided buying?

Practical experience reports show significant improvements through the use of guided buying. At the biotechnology company Miltenyi Biotec, for example, the automation rate of orders increased from 38% to 51% within a short period of time. At the same time, the number of active users of the system increased from an initial 140 to over 1,400 in two years – a sign that employees have accepted the solution. In addition, guided buying has significantly reduced the number of requests and manual approvals for small orders, which has noticeably relieved the procurement department. Internal adoption was significantly increased through accompanying communication and feedback measures. These results prove that guided buying not only makes processes more efficient, but is also well received by the end user.

How quickly can a guided buying solution be implemented?

The implementation time depends on the respective company and project scope, but implementation within a few months is realistic. One of our customers implemented the BeNeering Guided Buying solution in about six months. It started with a pilot in one department (research), followed by a phased rollout to other departments. In parallel, eLearning and live training sessions were held to prepare users. This speed is not achieved in every case, but it shows that with good planning, a go-live is feasible within six months. It is important to have a pilot operation for early feedback and a structured rollout plan in order to bring the system live quickly and in a controlled manner.

What is particularly important for a successful implementation?

In addition to the technical implementation, change management and user involvement are particularly important. Hands-on projects show that the following factors contribute to success: early communication (informing employees about the changes and explaining their benefits), training and support for go-live (so that no one feels left in the lurch), and a step-by-step approach. At Miltenyi Biotec, for example, it was emphasized that clear communication and user involvement were a decisive lever for the high level of adoption from the very beginning. Users should be able to give feedback and feel that the solution is made for them. In summary: Successfully introducing a new procurement solution means  taking people, processes and technology into account in equal measure – the technology has to work, but people have to adopt it.

What are typical stumbling blocks in the implementation?

Common stumbling blocks include unclear roles/guidelines, unclear procurement policy, undefined buying channel guidelines, overly complex mandatory fields, and a lack of communication. Projects that pilot early, incorporate user feedback and define clear KPIs are successful.