Diagnostic Questions "*" indicates required fields Step 1 of 23 - General 4% GeneralName* First Name Last Name Phone NumberEmail* Company What is your primary industry of operation? What is the category scope of your responses? What is your annual spend with 3rd party suppliers? How many suppliers are you trading with? What is your annual number of Purchase Orders? What type of Procurement Organisation do you currently operate with? Management Structures Fragmented Matrix Centralised What is the number of FTEs in your procurement organization? Category DevelopmentBusiness EngagementPeople are unclear who to approach with purchasing queries when support is needed Strongly Disagree Disagree Agree Strongly Agree Stakeholder do not always engage with the Procurement Function Strongly Disagree Disagree Agree Strongly Agree There is a lack of co-operation between business stakeholders and procurement/objective scoring of suppliers during strategic tenders Strongly Disagree Disagree Agree Strongly Agree Category DevelopmentBusiness NeedsWe have to deal with inaccurate material forecasts or forecasts that significantly change without early notification Strongly Disagree Disagree Agree Strongly Agree Purchasing requirements are not consistently understood Strongly Disagree Disagree Agree Strongly Agree Material forecasts are not reflective of new/prospective product opportunities Strongly Disagree Disagree Agree Strongly Agree Different sites update their material forecasts at different times which makes it challenging for procurement to cover requirements Strongly Disagree Disagree Agree Strongly Agree Material requirements are typically only accurate over a short period of time Strongly Disagree Disagree Agree Strongly Agree Category DevelopmentCategory IntelligenceSpend is incorrectly classified and requires a high level of rework to determine the category spend Strongly Disagree Disagree Agree Strongly Agree It is difficult to create tailored spend reports that meet my needs Strongly Disagree Disagree Agree Strongly Agree There is no accurate spend report available or buyers maintain their own category spend documents Strongly Disagree Disagree Agree Strongly Agree Category DevelopmentCategory StrategyNo central repository to gather Category Management documents Strongly Disagree Disagree Agree Strongly Agree There is no consistent approach to developing category strategies Strongly Disagree Disagree Agree Strongly Agree There are no common templates used to build category strategies Strongly Disagree Disagree Agree Strongly Agree The business stakeholders are not involved in reviewing and validating the relevant categories strategies that impact their area of business Strongly Disagree Disagree Agree Strongly Agree Category DevelopmentProcurement PlanningFinance and Procurement do not have an agreed way of recognising savings or cost avoidance achievements Strongly Disagree Disagree Agree Strongly Agree We don’t have a clear idea of the key projects that procurement will need to support at the start of our financial year Strongly Disagree Disagree Agree Strongly Agree HiddenCategory Development SourcingProcurement PlanningDifferent categories follow different approaches when going to market for quotes or prices Strongly Disagree Disagree Agree Strongly Agree Procurement is informed late in the process which reduces the time that is available to complete the RFX Strongly Disagree Disagree Agree Strongly Agree SourcingSourcing ExecutionRFX's are typically managed via email, word and excel which make it difficult to track decisions or learn from earlier events Strongly Disagree Disagree Agree Strongly Agree It is time consuming to analyse RFX responses Strongly Disagree Disagree Agree Strongly Agree It is difficult to find details of the RFX's that have previously been run Strongly Disagree Disagree Agree Strongly Agree There is no standard approach to qualify suppliers before they can participate in RFX's Strongly Disagree Disagree Agree Strongly Agree Agreeing technical specifications required for RFX's takes a long time and often delays or extends the overall time it takes to complete the RFX Strongly Disagree Disagree Agree Strongly Agree It is difficult for non Procurement requestors to understand which suppliers are qualified or preferred Strongly Disagree Disagree Agree Strongly Agree We don't use Auctions or very rarely do Strongly Disagree Disagree Agree Strongly Agree A high percentage of contract renewals are single sourced or just involve rolling over the existing contract Strongly Disagree Disagree Agree Strongly Agree We have a complex approval process which delays the approval of activities Strongly Disagree Disagree Agree Strongly Agree Procurement are not given early enough notice of when they need to support a sourcing event Strongly Disagree Disagree Agree Strongly Agree HiddenSourcing ContractingSupplier RecordThere are no clear policies that govern when a new supplier can be introduced to our supply chain Strongly Disagree Disagree Agree Strongly Agree Setting up a new vendor on the system takes a long time as there if often missing information that need to be obtained Strongly Disagree Disagree Agree Strongly Agree Suppliers are often setup in the system after the first invoice has been received Strongly Disagree Disagree Agree Strongly Agree There are many duplicate supplier records on the system Strongly Disagree Disagree Agree Strongly Agree Obtaining information from the suppliers such as Anti-Bribery or Financial information take a long time Strongly Disagree Disagree Agree Strongly Agree We cannot identify if multiple suppliers belong to the same parent group Strongly Disagree Disagree Agree Strongly Agree The information held on suppliers such as contact details , location etc is out of date Strongly Disagree Disagree Agree Strongly Agree ContractingContract EnablementSigned contracts are not stored electornically on one platform, rather scattered among the business branches which signed them Strongly Disagree Disagree Agree Strongly Agree Many of our contracts are not signed as it takes a long time to obtain a signature Strongly Disagree Disagree Agree Strongly Agree It is difficult to find existing contracts Strongly Disagree Disagree Agree Strongly Agree Procurement don't have visibility of contracts agreed directly by the business Strongly Disagree Disagree Agree Strongly Agree A high number of our contracts only reference our standard T&Cs Strongly Disagree Disagree Agree Strongly Agree There is no quick way to check the prices we have with suppliers for the materials or items we need Strongly Disagree Disagree Agree Strongly Agree Procurement have to tell the material planners which contracts to use in the system Strongly Disagree Disagree Agree Strongly Agree Business colleagues do not always use the contracts that procurement has negotiated Strongly Disagree Disagree Agree Strongly Agree Senior approvers of RFX or contract awards are uncomfortable completing approvals in the system so email approvals needs to be uploaded into the system Strongly Disagree Disagree Agree Strongly Agree Communication of agreements and negotiated prices is done by email and spreadsheet Strongly Disagree Disagree Agree Strongly Agree ContractingContract RenewalContracts expire before they can be renewed causing delays in ordering and receipting for products and raw materials Strongly Disagree Disagree Agree Strongly Agree There are often delays between the end of one contract and negotiation of a new contract Strongly Disagree Disagree Agree Strongly Agree The legal department use a separate solution to manage and store contracts they have worked on Strongly Disagree Disagree Agree Strongly Agree ContractingContract TerminationWe do not systematically close or make inactive contracts on the system Strongly Disagree Disagree Agree Strongly Agree Some contracts have material volumes left on them that will never be used Strongly Disagree Disagree Agree Strongly Agree We do not systematically make suppliers inactive on our buying solutions in the event of a contractual breach Strongly Disagree Disagree Agree Strongly Agree HiddenContracting OrderingOrder PlacementThere are no system controls that prevent unauthorised colleagues raising an order with a supplier Strongly Disagree Disagree Agree Strongly Agree Orders are often incorrectly coded to the wrong material or category code Strongly Disagree Disagree Agree Strongly Agree There are too many or too few material codes to use Strongly Disagree Disagree Agree Strongly Agree The accounting information on PO are often incorrect resulting in many updates being made by a central team Strongly Disagree Disagree Agree Strongly Agree There are many duplicate supplier records make it difficult to selecting the correct supplier Strongly Disagree Disagree Agree Strongly Agree Requesters have no visibility of preferred suppliers Strongly Disagree Disagree Agree Strongly Agree Different department have a high level of autonomy to choose their own suppliers and source goods directly Strongly Disagree Disagree Agree Strongly Agree There is a high volume of retrospective purchases orders Strongly Disagree Disagree Agree Strongly Agree We typically only send the PO number and not the PO document so there is no acceptance of the our trading terms by the supplier Strongly Disagree Disagree Agree Strongly Agree Whilst we use a MRP process it is not used for all materials Strongly Disagree Disagree Agree Strongly Agree Forecasts for some materials are managed in spreadsheets, outside of our ERP. This means that suggested orders have to be reviewed and adjusted by the material planners Strongly Disagree Disagree Agree Strongly Agree Not all our suppliers will use the network we ask them to use to confirm orders Strongly Disagree Disagree Agree Strongly Agree Euro and GBP POs needs to be manual assigned to a currency hedge contract Strongly Disagree Disagree Agree Strongly Agree Material planners do not update the system with information about confirming orders or advanced shipping dates Strongly Disagree Disagree Agree Strongly Agree The results on quality checks for inbound materials are held outside of our ERP Strongly Disagree Disagree Agree Strongly Agree Some material planners change Order Confirmation date if the supplier cannot meet the deadlines. This impacts our OTIF reporting Strongly Disagree Disagree Agree Strongly Agree Suppliers need to be chased by phone or email to confirm orders and delivery dates Strongly Disagree Disagree Agree Strongly Agree Catalogue pricing is sometimes out of date which causes an issue when the invoice comes different pricing Strongly Disagree Disagree Agree Strongly Agree Purchase requistions are sent to the wrong person to approve as the system is not updated when people leave or move roles Strongly Disagree Disagree Agree Strongly Agree Colleagues do not attached quotes on the PR they submit Strongly Disagree Disagree Agree Strongly Agree Colleagues do not use the catalogues that are available Strongly Disagree Disagree Agree Strongly Agree Colleagues do not follow the Buying policy Strongly Disagree Disagree Agree Strongly Agree Some catalogue don’t have what I need or I can source items cheaper elsewhere Strongly Disagree Disagree Agree Strongly Agree Holidays and Leavers impact the time to approve PR Strongly Disagree Disagree Agree Strongly Agree Additional costs such as shipping costs need to be added which necessitate additional POs Strongly Disagree Disagree Agree Strongly Agree There is no systematic closing down of purchase orders when they are no longer required which leaves balances on PO's that could be used incorrectly Strongly Disagree Disagree Agree Strongly Agree P-Cards are available for low value orders but are not used correctly by colleagues Strongly Disagree Disagree Agree Strongly Agree Different departments / sites / companies have different charts of authority on who can approve PR / Contracts Strongly Disagree Disagree Agree Strongly Agree Currently we raise multiple POs for the same supplier daily which generates lots of administrative work for us Strongly Disagree Disagree Agree Strongly Agree There are a high number of approval levels for high value PR's that can delay the time it takes to approve a PR and generate a PO Strongly Disagree Disagree Agree Strongly Agree Purchase Orders are sometimes sent to the wrong supplier record for that supplier Strongly Disagree Disagree Agree Strongly Agree OrderingStock ManagementWe have multiple material codes for the same SKU, which leads to discrepancies between plants and inventory issues Strongly Disagree Disagree Agree Strongly Agree We currently don’t use Scheduling Agreement releases Strongly Disagree Disagree Agree Strongly Agree We have critical items that should be available at all times in our warehouse but often experience stock outs Strongly Disagree Disagree Agree Strongly Agree Data relating to delivery lead times for material items is often incorrect and causes us to run out of stock before suppliers can replenish Strongly Disagree Disagree Agree Strongly Agree We don’t share S&OP plans with our strategic suppliers Strongly Disagree Disagree Agree Strongly Agree Our current stock management system is not integrated with other systems Strongly Disagree Disagree Agree Strongly Agree We have difficulty running reports to support stock and demand forecasting activities, which results in high safety stock or stockouts Strongly Disagree Disagree Agree Strongly Agree We manage some stock out of system so don’t have real-time visibility of stock levels which can lead to stockouts or overstocking Strongly Disagree Disagree Agree Strongly Agree We have high amounts of MRO parts stock that are obsolete and are no longer required Strongly Disagree Disagree Agree Strongly Agree HiddenOrdering InvoicingInvoice CaptureA high percentage of invoices need further information to be keyed in after the OCR process has finished Strongly Disagree Disagree Agree Strongly Agree Suppliers submit multiple invoices with multiple attachments on the same pdf email and our current system cannot process them Strongly Disagree Disagree Agree Strongly Agree Existing supplier record bank details do not match what is on the invoice Strongly Disagree Disagree Agree Strongly Agree We still received a high percentage of invoices in the post Strongly Disagree Disagree Agree Strongly Agree We have to manually update the tax code for a high percentage of invoices Strongly Disagree Disagree Agree Strongly Agree It is difficult to code credit notes to a particular PO as the credit note does not quote the original PO number Strongly Disagree Disagree Agree Strongly Agree InvoicingReconcile InvoiceColleagues do not complete GRs in a timely way and have to be reminded by email or phone before AP can process the invoice Strongly Disagree Disagree Agree Strongly Agree The accounts payable team do not know which person to chase to complete the GR Strongly Disagree Disagree Agree Strongly Agree A high number of invoices do not have a valid PO number quoted Strongly Disagree Disagree Agree Strongly Agree There are issues with UOM quoted on invoices Strongly Disagree Disagree Agree Strongly Agree When matching invoice lines and multiple receipts cannot easily see what lines match Strongly Disagree Disagree Agree Strongly Agree The final delivery flag has been updated but there are still invoices to be processed Strongly Disagree Disagree Agree Strongly Agree Suppliers are invoicing the incorrect company entity for your organisation Strongly Disagree Disagree Agree Strongly Agree Invoices are received quoting a Purchase Order but the Purchase Order is not approved correctly Strongly Disagree Disagree Agree Strongly Agree Invoices are received without quoting a correct Purchase Order Strongly Disagree Disagree Agree Strongly Agree It takes a long time to reconcile invoice statements from Suppliers Strongly Disagree Disagree Agree Strongly Agree Invoices are often for a different amount to what is quoted on the Purchase Order requiring investigation by Accounts Payable Strongly Disagree Disagree Agree Strongly Agree InvoicingInvoice PaymentWe don’t have a quick payment process for emergency payments to suppliers Strongly Disagree Disagree Agree Strongly Agree The invoice requires a different payment terms to that listed on the purchase order which involves some manual adjustment by AP Strongly Disagree Disagree Agree Strongly Agree We have a high number of calls from suppliers asking us to check the payment date for their invoices Strongly Disagree Disagree Agree Strongly Agree Some suppliers have multiple bank accounts and it is timing consuming to allocate which bank account the invoice should be paid to Strongly Disagree Disagree Agree Strongly Agree Payments are made to the incorrect bank account for the supplier in question Strongly Disagree Disagree Agree Strongly Agree HiddenInvoicing Supplier ManagementSupplier RiskWe don’t have standard process for monitoring or managing supplier risk Strongly Disagree Disagree Agree Strongly Agree We do not have an integrated risk-management framework to assess the impact of risks to our organisation Strongly Disagree Disagree Agree Strongly Agree We monitor supplier risk but struggle to track any remedial actions to address that risk Strongly Disagree Disagree Agree Strongly Agree Individual teams monitor supplier risk but there is no central or consolidated view of the top current risks facing the supply chain Strongly Disagree Disagree Agree Strongly Agree We only monitor our critical tier 1 supplier and do not monitor tier 2 suppliers Strongly Disagree Disagree Agree Strongly Agree We only monitor financial risk and do not monitor other types of risk Strongly Disagree Disagree Agree Strongly Agree Supplier ManagementSupplier PerformanceSupplier performance is managed by the business in an ad hoc way Strongly Disagree Disagree Agree Strongly Agree We do not have a supplier performance framework that defines how suppliers should be assessed Strongly Disagree Disagree Agree Strongly Agree Due to the time it takes to collect data we only measure the performance of a small proportion of our suppliers Strongly Disagree Disagree Agree Strongly Agree There is no central or consolidated view of the performance of our key suppliers Strongly Disagree Disagree Agree Strongly Agree Supplier ManagementContract ComplianceProcurement only get involved with a supplier contract if there is problem Strongly Disagree Disagree Agree Strongly Agree It is difficult to track spend against a particular contract Strongly Disagree Disagree Agree Strongly Agree Often our suppliers are working with us with no NDAs, Code of Conduct or Anti-Bribery signed Strongly Disagree Disagree Agree Strongly Agree There is no way to efficiently gather supplier certificates (e.g. ISO, SOC, etc.) and track their expiry Strongly Disagree Disagree Agree Strongly Agree Supplier ManagementSupplier Disqualification Even if we stop using a supplier, the record for that supplier is not always updated in our ERP to stop others ordering from them Strongly Disagree Disagree Agree Strongly Agree Being disqualified by a department, supplier can still do business with other business units Strongly Disagree Disagree Agree Strongly Agree There is no central record available to whole organisation as to why a supplier was disqualified Strongly Disagree Disagree Agree Strongly Agree HiddenSupplier Management Management StructuresPeople are unclear who to approach with Purchasing queries when support is needed Strongly Disagree Disagree Agree Strongly Agree There are people in our organisation who have responsibility to drive improvement of our S2P processes and activities Strongly Disagree Disagree Agree Strongly Agree A high proportion of procurement activities are managed centrally on behalf of the business Strongly Disagree Disagree Agree Strongly Agree We have undertaken an assessment of our current performance with our key stakeholders and understand as a S2P function(s) what we do well and where we need to improve Strongly Disagree Disagree Agree Strongly Agree We have a clear understanding of the costs and benefits of the S2P function(s) Strongly Disagree Disagree Agree Strongly Agree We have benchmarked our costs and benefits profiles against similar organisations Strongly Disagree Disagree Agree Strongly Agree We have a high level of vacancies in our S2P function(s) Strongly Disagree Disagree Agree Strongly Agree A high proportion of accounts payable activities are managed centrally on behalf of the business Strongly Disagree Disagree Agree Strongly Agree We have developed a procurement policy that describes the correct way colleagues in the organisation should order goods and services Strongly Disagree Disagree Agree Strongly Agree Whilst we have a procurement policy, it is not widely understood or adhered to Strongly Disagree Disagree Agree Strongly Agree HiddenManagement Structures Skills and CompetenciesWe have up to date job descriptions which describe the key responsibilities for the key roles Strongly Disagree Disagree Agree Strongly Agree We have up to date work instructions for each position in each category family/cluster Strongly Disagree Disagree Agree Strongly Agree We have defined a skills framework which describes the key competencies or skills required for each role Strongly Disagree Disagree Agree Strongly Agree We have created an accounts payable skills and knowledge academy with appropriate learning content to support personal development plans for both soft and hard/technical accounts payable skills Strongly Disagree Disagree Agree Strongly Agree We do have a clear step-by-step onboarding plan/induction for our new joiners Strongly Disagree Disagree Agree Strongly Agree We have created a procurement skills and knowledge academy with appropriate learning content to support personal development plans for both soft and hard/technical accounts payable skills Strongly Disagree Disagree Agree Strongly Agree HiddenSkills and CompetenciesHiddenTotal
