To succeed in procurement, companies need to manage increasing purchase frequency effectively. This means making quicker, more assured decisions to keep pace with market shifts. Adopting agile procurement practices can accelerate this process.
AP reduces lengthy, documentation-heavy selection processes that hinder project completion. It helps your procurement staff get better outcomes faster.
Agile procurement basics are covered in this article:
- Definition
- Which principles aid agile procurement?
- The distinction between agile and traditional procurement
- Advantages of this type of procurement
- How technology improves it
Definition of agile procurement
The AP strategy runs your procurement team and processes like agile. The agile methodology iteratively improves business processes and delivers fast results for stakeholders. Although intended for software engineering teams, agile has numerous cross-applicable aspects that improve procurement procedures for organisations.
Procurement experts can develop an agile programme using numerous agile frameworks. Many teams combine components from multiple frameworks to create their ideal programme.
Which principles aid agile procurement?
Agile follows a set of principles to guide and structure work. The most significant lean-agile procurement concepts are early and continual delivery, simplicity, and impact:
- Deliver early value: Engage stakeholders early and throughout the procurement cycle. The teams often refer to stakeholders as customers, reinforcing the idea that procurement must deliver value.
- Expect and welcome change: Flexibility means adapting. Agile may include flexible contract language, constant communication with the internal customer for change direction, or modular procurement to enable adaptability.
- Work in brief cycles: Speed is crucial. Using short supplier trials and workshops can shorten the procurement cycle. In simpler settings, working with preferred vendors can speed up the process.
- Emphasize lean and sustainable sourcing: Building resilience in procurement requires versatility. Create a streamlined list of preferred vendors and focus on sustainable practices to achieve high-quality results quickly.
- Focus on continual improvement: The iterative nature of agile allows for constant enhancement of processes, skills, and outcomes. Use sprints to implement best practices and hold retrospectives to evaluate and refine the approach.
The distinction between agile and traditional procurement
Traditional buying
Traditional procurement prioritises results over speed. In traditional procurement, needs assessment, RFP review, and contract negotiation are predetermined. The procedure is meticulously documented, and each item is scheduled within a project deliverables plan. Pre-approved vendors are used for procurement, and the project plan is followed to completion.
Procurement agility
Agile procurement emphasises speed and flexibility in decision-making and implementation. To streamline the process, a cross-functional stakeholder team is often needed. IT, legal, CSM, and financial stakeholders may be on an agile buying team. External stakeholders like suppliers may join the team.
Each sprint ends with purchase plan assessments and revisions. Smaller plan adjustments and vendor changes occur during the process. AP helps projects change and deliver goods and services faster.
Advantages of agile procurement
By adopting AP planning, your company can save time, streamline operations, and achieve better results. Companies choose agile procurement for the following key reasons:
- Faster time to market: AP encourages responsiveness and quick decision-making, speeding up market entry. Product delivery is faster due to improved corporate processes and vendor selection.
- Better supplier relationships: Agile prioritises partnerships over transactional vendor relationships, resulting in better and longer-term collaborations.
- Improved procurement workflows: Efficiency is a major factor in closing time. Repeatable, straightforward processes eliminate latency and blockage, boosting efficiency.
- Better procurement outcomes: AP and trial-based supplier partner contract management often yield better results. Agile requires clients to establish business stories and priorities, which improves procurement-impact alignment. Agile contracts allow teams to be flexible and provide high-quality results quickly.
- Fewer friction points: Sprints and iterations by the scrum master or project manager identify areas for improvement, making procurement easier over time. Practices are reviewed and refined through continuous improvement.
How to organize Agile procurement department organisation?
Reorganising your procurement organisation into agile teams requires time and thought, but the benefits are worth it. To ensure speed and flexibility, agile teams have a unique structure and carefully analyse each project.
Who makes the Agile teams?
Agile framework determines team composition. Scrum Methodology requires four roles for sprints and iterative work.
The customer: Customers seek procurement and may profit from project outcomes. Customer relationships are generally internal, unlike stakeholder relationships with suppliers.
Owner of product: These leaders advocate for customers. They link customers and project teams. They communicate and make project decisions, driving the iterative process and offering a path for results.
Scrum masters: Scrum masters manage and facilitate projects. They remove obstacles and help the team succeed. Scrum masters aren’t like site forepersons or managers because agile methodologies focus on self-defined tasks. They guide the project to completion and goals.
Scrum teams: Scrum teams execute the plan and self-assign jobs. They move the procurement effort along and report issues. They provide context and collaboration to remove roadblocks.
Agile procurement boosts efficiency
The aforementioned agile team members use agile methods and technologies for every procurement project. It works because of careful preparation and quick problem-solving. A summary of the process:
- Customers define the project scope, including its impacts, priorities, and desired conclusion. Customers only set priorities for scrum teams to execute.
- The project manager sets a deadline within client parameters. That timeline includes “sprints” or brief work periods as project milestones. Scrum teams define and accomplish project tasks in week-to-month sprints.
- For this established segment, the scrum team holds daily standups to discuss progress, identify blocking issues, and get advise on the upcoming sprint.
- After each sprint, teams review what worked and what could be improved and plan the next sprint. Team members can ask questions, discuss concerns, and prepare for future sprints in person.
- Teams monitor project progress to determine remaining tasks. A burndown chart shows unfinished work compared to the timeframe.
