麻豆原创 was selected in close collaboration with excelerated, a global finance, procurement and supply chain transformation consultancy, who are providing both short and long-term operational and implementation services.  

With more than 6,000 employees and over 100 stations across the city, the Brigade required a modern, scalable finance and procurement platform that will drive organisational efficiencies and deliver robust control of income and expenditure.  

As part of a five-year managed service, London Fire Brigade has implemented a host of 麻豆原创 solutions, including , , and excelerated’s invoice processing application Intelligent Invoice Express. This portfolio will enable firefighters to have greater autonomy and ownership of kit and equipment purchasing, while enabling the Brigade鈥檚 finance team to capture and register invoices in one application for verification, validation and efficient processing.  

This partnership will reimagine how LFB鈥檚 finance and procurement systems operate, following a 鈥榝it-to-standard鈥� principle that will drive automation, minimise customisations, and support the organisation to be resilient to future service demands.   

Commenting on the partnership, Catharine Gregory, Assistant Director of Finance at the London Fire Brigade, said: 鈥淭his is the culmination of years of planning to find the right transformation partner. We wanted a trusted organisation with proven experience in public sector innovation, that would support our drive to deliver positive outcomes to Londoners through technology. Our partnership will have an immediate impact, freeing up valuable time for firefighters to focus on serving our communities, while allowing our finance teams to focus on adding real value to the future of the organisation.鈥� 

Co-sponsor of the Project at London Fire Brigade, David Rowell, Assistant Director of Procurement & Commercial said: 鈥淭he collaboration with all parties across all stages of this project has been a critical success factor. I warmly welcome the improved purchasing experience that our colleagues across the organisation will experience going forward to set them up for maximum success in meeting their requirements.鈥� 

Craig Mill, Head of Public Sector at 麻豆原创 UKI, added: 鈥淟ondon Fire Brigade is one of the city鈥檚 most treasured public institutions, bringing communities together and protecting our citizens. This cloud migration and modernised technology platform will transform its back-office functions and enable the organisation to be more efficient, agile to change, and deliver exceptional services for many years to come.鈥�  

In addition, Craig Brawn, Head of ERP at excelerated said: 鈥淎long with 麻豆原创, we are delivering real impact and improving how London Fire Brigade operates. The institution will benefit from the speed, security and reliability of modern ERP processes, as well as twice yearly upgrades and new system functionalities as they are released, whether that鈥檚 AI or in data analytics. We are also enabling our key emergency services personnel to do what they do best with smart, efficient operational support.鈥�  

Visit the  

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About 麻豆原创  

As鈥痑 global leader in enterprise applications and business AI, 麻豆原创 (NYSE:麻豆原创)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organisations have trusted 麻豆原创鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥痺ww.sap.com. 

About excelerated 

As an independent finance, procurement and supply chain consultancy partner, excelerated is perfectly placed to help organizations achieve their digital ambitions. Through advisory, implementation and optimization services, combined with deep-rooted solution expertise and strong industry experience, excelerated enables organizations to overcome the many common pitfalls and achieve a greater return on their investment in technology. For more information, visit .

Media Contacts:

Lawrie Benfield, lawrie.benfield@sap.com, +44 7776515259

Sonya Domanski, sonya.domanski@sap.com, +44 7345465928

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The programme gives the 100% farmer-owned dairy, grains and nutrition business the digital foundation it needs to operate and grow across more than 95 countries.

Corporate separations place significant demands on IT teams, requiring careful planning, precise data management and rigorous execution, all at enterprise scale. Tirl谩n faced an accelerated timeline to meet a non-negotiable divestment deadline while remaining fully operational throughout. In a dairy production environment, where milk is perishable and supply chain continuity is tightly regulated, any disruption carries immediate commercial and compliance consequences.

Noel Liston, IT Transformation Manager, Tirl谩n said, 鈥淒elivering this separation in nine months, while keeping production running throughout, took significant preparation and the right people on the ground. We had confidence in the 麻豆原创 Services team from our experience at Glanbia, and that expertise was critical to delivering on time. Our employees have been able to continue working on systems they already knew, and most importantly, we have continued serving our customers, farmers and communities without interruption.鈥�

The programme involved the migration and establishment of , 麻豆原创 Business Warehouse on HANA, 麻豆原创 Ariba and , alongside the conversion of archived files. The S/4HANA conversion was completed in under five hours, and the HCM conversion in fifteen minutes. Over 30 billion records were analysed, classified and selectively removed, giving Tirl谩n a clean, independent data foundation.

麻豆原创 Services played a central role in the programme, bringing a structured rehearsal methodology to reduce risk ahead of go-live. A copy of the existing environment was created, enabling the team to test and time every step of the process before the real migration began. Two full test cycles and a comprehensive dress rehearsal followed, each increasing the team’s speed and confidence while identifying and resolving potential issues in advance. By go-live, every activity had been tested, timed and refined, and Tirl谩n was transacting on its new 麻豆原创 landscape from day one.

Ray Joyce, Head of Ireland, 麻豆原创 UKI said, “Corporate separations are among the most demanding programmes a business can undertake, particularly when production cannot stop. Tirl谩n’s achievement of maintaining full operations across a nine-month, multi-workstream separation is a strong example of what expert preparation and disciplined delivery can make possible.鈥�

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This year鈥檚 winners demonstrate what is possible when technology is applied with purpose 鈥� creating impact for their organisations, their people, and their customers.

The 2026 winners are: 

AI Excellence Award – Cadent Gas Ltd 

Cadent Gas has partnered with 麻豆原创 to enhance public safety. Built on 麻豆原创 Business Technology Platform, the Dispatch Performance (ESOS) Dashboard provides real-time visibility of gas leakage emergency and repair work orders across the UK. By combining analytics with map-based location intelligence, the solution helps teams spot risks early, prioritise resources, improve response times, and support regulatory compliance. 

Cloud ERP Champion Award – Rolls-Royce SMR 

Rolls-Royce SMR has demonstrated how 麻豆原创 Cloud ERP can support growth in the nuclear energy sector.  Rolls-Royce SMR’s modular reactors offer rapid deployment of clean power and green hydrogen, addressing the high costs and inflexibility of traditional plants.  

Implementing 麻豆原创 S/4HANA Cloud, 麻豆原创 Ariba, and 麻豆原创 Concur had ensured operational excellence, resilience, and data-driven decision-making, supporting global growth and innovation. 

Customer Experience Innovator Award – Cadent Gas Ltd 

Cadent Gas has enhanced its emergency response using 麻豆原创 Service Cloud. By integrating cloud technology, Cadent Gas has improved accuracy, reduced errors, and accelerated engineer attendance, ensuring compliance with regulatory standards and safeguarding life and property. 

Financial Futurist Award – Synthomer plc 

Synthomer has transformed its global finance operations by leveraging 麻豆原创 automation and AI capabilities in partnership with NTT Data Business Solutions. This has resulted in a 50% faster close, reduced manual processes, and improved employee satisfaction, enabling faster and more confident decision-making. 

People Experience Pioneer Award 鈥� Mitie Group 

Mitie has demonstrated how AI can transform HR support by introducing Joule, 麻豆原创鈥檚 AI-powered digital assistant, integrated with 麻豆原创 SuccessFactors. The solution handled more than 13,000 HR interactions in its first month, delivering instant answers and enhancing the employee experience at scale. 

Procurement Visionary Award – Bristol and Weston NHS Purchasing Consortium (BWPC) 

BWPC has transformed procurement into a strategic enabler of better care through 麻豆原创 Ariba. The organisation replaced four legacy systems with a unified platform that integrates finance and stock management, automates processes, and improves spend visibility The transformation is projected to deliver 拢16 million in savings over five years, enhancing patient care. 

Technology Pathfinder Award – EY 

The EY Transformation Realized for 麻豆原创 platform empowers EY-麻豆原创 engagement teams to achieve seamless-end to-end transformations. The solution embraces an integrated and standardised programme delivery, driving success for our joint clients.  

Transformation Impact Award – Centrica 

麻豆原创 Signavio Process Intelligence鈥檚 introduction has provided Centrica with real-time procure-to-pay transparency and root-cause intelligence. This enabled 拢1 million in annual improvement potential and established a sustainable governance model. 

Leila Romane, Managing Director, 麻豆原创 UK & Ireland, said 鈥淐ongratulations to all of this year鈥檚 winners. Their achievements show what is possible when innovation is relevant, purposeful, and delivered with impact. Across the UK and Ireland, our customers are using 麻豆原创 cloud and AI technologies to solve real business challenges, improve experiences, and create new opportunities. It was great to hear how these solutions are making a real day-to-day impact for organisations. These awards give us an important opportunity to celebrate the teams behind that transformation.鈥� 

Thank you to this year鈥檚 judges, Brian Mckenna, Brian Mortimer, Craig Dale, James Bates, Lucy Hammond and Thea Peterson, for their contribution and expertise in reviewing the entries. 

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26 February 2026, London, UK: Six in ten UK businesses (60%) say their employees have not completed comprehensive AI training, despite AI investment set to rise by 40% over the next two years, according to research from (NYSE:麻豆原创).

, produced in partnership Oxford Economics, finds that while the average UK business is already generating around 拢2.7 million in returns from AI, many organisations are not equipping employees with the skills, confidence and guidance needed to use the technology responsibly.

The gap in training may be fuelling the rise of so-called shadow AI, with 68% of organisations reporting that staff use unapproved AI tools at least occasionally as part of their day-to-day work. While seven-in-ten businesses have begun reskilling or upskilling staff to help close the emerging AI skills gap, progress is falling behind current rates of adoption.

Katie King, Published Author & CEO of AI in Business said 鈥淪hadow AI isn鈥檛 a sign of resistance, but a sign of enthusiasm. Employees are hungry to use these tools, but this eagerness is seeing some move faster than their organisations can support them. This energy is a huge opportunity for UK businesses, if it鈥檚 guided in the right way. The answer isn鈥檛 to damper this enthusiasm and the solution is reasonably simple. Give people access to approved tools, clear guardrails, and role-specific training. When staff understand how to use AI responsibly, it becomes a source of innovation and confidence rather than risk.鈥�

鈥淎I has become a part of our every working day, and it has to be used responsibly,鈥� said Jon Curtis, Financial Systems Manager at Aspen Pumps. 鈥淲e built a generative AI tool that sorts through hundreds of emails each day, from warranty claims to price enquiries, and flags what needs a human response. It鈥檚 saving huge amounts of time while keeping customers happy. But we鈥檙e also clear with our teams about using the right tools and keeping data secure. We train people to use approved corporate systems, so they get the benefits of AI safely and confidently.鈥�

AI is shifting from the experimentation phase to becoming a tool to drive growth, competitiveness and resilience in organisations. Yet while leaders believe AI can deliver returns faster than other technologies, the report finds just 7% of organisations have adopted an enterprise-wide AI strategy. Without a long-term, robust strategy bringing together data, people, governance and partners, businesses risk missing out on the full value of the technology.

Leila Romane, Managing Director, 麻豆原创 UK&I, said 鈥淎I is fast becoming a key driver of growth for UK businesses. When organisations make the technology part of their long-term strategy, they can innovate faster, scale with confidence and compete globally. It鈥檚 essential to get data foundations right, while giving employees the training, tools and space to experiment safely. That鈥檚 how businesses create a culture of responsible AI adoption from day one. The UK already has the talent, research and entrepreneurial spirit needed to lead in AI. The question now is whether businesses will take a strategic approach and turn this potential into future growth.鈥�

Read the full report here:

Methodology

麻豆原创 commissioned Oxford Economics, an independent research services provider, to script and host an online quantitative survey of respondents fielded between July and August 2025.

The research is based on a representative sample of global businesses. The sample comprised of 1,600 senior executives across eight global markets, including 200 respondents from the United Kingdom. The sample was evenly distributed between midmarket organisations (500 鈥� 1,500 employees) and enterprises (1,500 or more). Respondents were qualified to ensure they were at least director level and above.

About 麻豆原创

As鈥痑 global leader in enterprise applications and business AI, 麻豆原创 (NYSE:麻豆原创)鈥痵tands at the鈥痭exus鈥痮f business and technology. For over 50 years, organizations have trusted 麻豆原创鈥痶o bring out their best by uniting business-critical鈥痮perations spanning finance, procurement, HR, supply chain, and customer experience. For more information, visit鈥�.

Media Contacts:

Lawrie Benfield,听lawrie.benfield@sap.com,听+44 7776 515259

Sonya Domanski,听sonya.domanski@sap.com, +44 734 546 5928

The post 6 in 10 UK businesses say employees lack AI training as shadow AI use rises appeared first on 麻豆原创 UK News Center.

This award is听particularly听valuable as听it based听entirely听on听employees鈥� feedback and reviews, with no nomination process.听听

麻豆原创 UK was praised for its flexible hours with ample holiday time,听cutting-edge听technology, constant learning, employee work-life听balance听and supportive teams.听听

This is the third year in a row that 麻豆原创 UK has made the top 10听of Glassdoor鈥檚听Best听Places听to听Work听list听having placed 8th听in听2024 and then 4th听in 2025.听

We听are proud to have won and听would like to extend our gratitude to 麻豆原创 UK & Ireland听team听for continuing to share their experiences, and听for听helping听create听the company culture that was celebrated in our Glassdoor reviews.听

Read about our other recent employee focused awards听here.听

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22 October 2025, London, UK: UK businesses, on average, are spending 拢15.94 million[1] on AI this year, with companies expected to increase their AI investments by an average of 40% in the next two years, according to new research from 麻豆原创 SE (NYSE: 麻豆原创).

The study, The Value of AI in the UK: Growth, people & data, produced with Oxford Economics, shows the average UK business is already realising significant returns of 17% (拢2.7m), from AI investments, with ROI forecast to almost double to 32% (拢7.5m) by 2027.听听

Over three-quarters (78%) of UK executives believe AI will achieve a positive return within one to three years, and more than half (52%) say it delivers returns faster than any other technology.听

Some of those returns are forecast to come from agentic AI. The average UK business expects ROI of 11% from intelligent agents within two years, equivalent to 拢2.7 million. These systems are designed to work across functions, for example linking finance, supply chain, and workforce planning.

Fragmented adoption undermines potential听

Despite this momentum, most AI programmes remain fragmented.听听

• 42% of UK businesses describe their investment as piecemeal听听

• 37% describe their investment as being department led听

• And 15% describe their investment as ad hoc听

• Only 7% are pursuing AI through a strategic, enterprise-wide plan听

• This gap may be why 70% of UK businesses say they are unsure whether AI is delivering its full potential.听

鈥淯K businesses have the ambition, talent, and data to lead in AI, although too many are still treating it as a 鈥榯echnology project鈥� rather than a holistic business transformation,鈥� said Leila Romane, Managing Director, 麻豆原创 UK & Ireland. 鈥淭he real opportunity is to use AI to reimagine how companies operate, how people work, and how value is created for customers. When UK organisations take that broader, strategic approach to adopting the technology and embedding it throughout their business, the results will become tangible. We鈥檒l see faster innovation and stronger growth, which can only mean a more competitive economy.鈥�听

Shadow AI highlights the people gap听

Employees are enthusiastic adopters of the technology but 68% of organisations say their staff use unapproved AI tools – known as 鈥榮hadow AI鈥� – at least occasionally. Almost half (44%) of businesses have already seen data or IP exposure and 43% report security vulnerabilities as a result of shadow AI.听

This comes as 60% of companies admit staff have not completed comprehensive AI training, potentially leaving employees eager but ill-equipped to use AI responsibly. While 71% are beginning to reskill or upskill staff, progress remains inconsistent.听

鈥淎I investment must go hand in hand with people investment,鈥� added Leila Romane, Managing Director, 麻豆原创 UK & Ireland. 鈥淩ight now, employees are running ahead of their organisations, using AI tools because they see the opportunity, although they are not always aware of the risks involved. If we give them the training, sanctioned tools, and create safe opportunities for experimentation, that energy can become a real driver of transformation and growth.鈥澨�听

Marc Bourde, EMEA 麻豆原创 Alliance Leader at PwC UK鈥痵aid, 鈥淥rganisations need to create psychological safety around AI experimentation. Employees need to feel comfortable asking questions, reporting issues, and even making mistakes as they learn. The companies that will thrive are those that can balance innovation with governance, encouraging exploration while maintaining appropriate controls and ethical standards.”听听

UK businesses are already seeing value听

There are encouraging signs of UK businesses starting to realise value from AI, with 36% of UK businesses reporting significant improvement in decision-making, 34% in customer engagement, and 31% in time to value. These outcomes matter in a service-led economy, where knowledge and customer relationships drive growth.听

However, unless investment in AI is matched by clear strategy, strong data foundations and the right skills, there is a risk that enthusiasm will not turn into productivity growth to ensure the UK remains competitive.听

鈥淭oo often, AI adoption looks more like filling a shopping basket with tools, rather than building a strategy,鈥� said Katie King, Published Author & CEO of AI in Business. 鈥淭he companies seeing real value are the ones that are linking data, applications, and intelligence into one system. In marketing and sales, that means building end-to-end use cases rather than isolated experiments and connecting customer insight to delivery and results. Moving fast is important, but it must be strategic. The businesses doing this are already turning AI from a cost line into a genuine source of competitive advantage.鈥�听

Read the full report here:

Methodology听

麻豆原创 commissioned Oxford Economics, an independent research services provider, to script and host an online quantitative survey of respondents fielded between July and August 2025.听

The research is based on a representative sample of global businesses. The sample comprised of 1,600 senior executives across eight global markets, including 200 respondents from the United Kingdom. The sample was evenly distributed between midmarket organisations (500 鈥� 1,500 employees) and enterprises (1,500 or more). Respondents were qualified to ensure they were at least director level and above.听

[1]听Respondents were asked to provide financial estimates in USD. GBP figures are based on an exchange rate of 0.7381, using the Bank of England rate as of 1st September 2025.听

听

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This article examines the current state of digitalisation in procurement, the direction of travel, and key themes that will help businesses meet their digitalisation goals.

Current & Future鈥疍igitalisation in Procurement鈥��

The PwC survey highlights widespread adoption of digital procurement tools, with 92% of respondents using source-to-contract (S2C) solutions and 96% using procure-to-pay (P2P) systems. Despite this, procurement teams aim to increase digitalisation to nearly 70% for both transactional and strategic processes by 2027.

To achieve this, teams are shifting focus to invest in cohesive digital ecosystems incorporating the “plan-to-strategise” phase of procurement. The digital transition for strategic activities requires leveraging data and analytics capabilities to derive actionable insights that guide procurement strategies. This will play a crucial role, with survey respondents ranking data and analytics as the top priority area for digital investment.

The Critical Components for Enabling Higher Levels of Digitalisation

The success of procurement digitisation projects is contingent on solutions meeting team needs and adopting an efficient implementation approach. A PwC Director and expert in Procurement Digital Transformation outlined three critical areas to enable higher levels of digitalisation:

1. The 鈥淒eployment鈥� Process:鈥�

• Deploying digital solutions has historically been time-consuming and resource-intensive, often leading to incomplete implementations. To accelerate time-to-value, there is a shift toward process-based improvements rather than custom builds.
• Next generation solutions like 麻豆原创 Spend Control Tower and 麻豆原创 Category Management move away from traditional deployment models, moving to function based improvements to adopt revised operating models, requiring less 鈥渂uild鈥� and more focus on process configuration.

2. 鈥淎utomation鈥�:鈥���

• Automation is a key driver of procurement efficiency. The PwC survey found that 70% of respondents view efficiency gains as the primary reason for digital transformation. Advances in AI have significantly enhanced automation capabilities and are now an essential component in the digital procurement landscape, allowing procurement teams to focus their time on strategic activities.
• AI technologies such as data enrichment, generative AI for market intelligence, and curated data from sources like Beroe are transforming procurement. 麻豆原创鈥檚 Triple Crown approach integrates these capabilities to streamline category strategy creation and execution through automated sourcing channels.

3. 鈥淯ser Adoption鈥�:鈥��

• User adoption, driven by user experience, is critical for successful digital transformation. A seamless user experience extends beyond intuitive interfaces to providing a platform that enables efficient and accurate task execution.
• Integrating automation capabilities, offering easily accessible analytics for insights, and creating a cohesive digital ecosystem to eliminate the need to switch between solutions are essential for streamlining tasks and enhancing user experience.
• 麻豆原创鈥檚 Business Data Cloud is the backbone for the use and creation of 鈥渁gents鈥� to evolve automation and UX to the next level. 麻豆原创鈥檚 co-pilot Joule is integrated across all of 麻豆原创 solutions, allowing Users to articulate what they want to achieve, and the system then executes the desired outcome. 麻豆原创鈥檚 Intake Management solution enhances this further by allowing users interacting with multiple systems鈥痶o be guided through a single pane of glass.

In summary,鈥痬odern procurement is evolving toward becoming a best-in-class function driven by advanced technologies.鈥疊y leveraging AI, data analytics, and automation, procurement teams can鈥痷se 鈥渁gents鈥� that facilitate the desired outcome. The phrase 鈥淭he best UX is no UX鈥� is (finally) coming to life!

The post How Can CPOs Lead the Charge? Part 3: Navigating Procurement鈥檚 Digital Journey听 appeared first on 麻豆原创 UK News Center.

In this volatile environment, the emphasis is shifting from mere cost reduction to maintaining and optimising current cost structures. This approach necessitates a profound understanding of procurement blind spots and areas ripe for optimisation. The PwC Survey highlights data analytics as a significant investment priority (33% cited it as a top priority), yet many organisations struggle to fully exploit their data, affecting spend visibility, savings reporting, risk and opportunity management as well as KPI oversight.

This is where methodologies such as 麻豆原创鈥檚 鈥淭riple Crown鈥� of Strategic Procurement approach鈥攅ncompassing insights, planning, and execution鈥攑roposes a framework for managers focused on cost control:

• Start with Insights: With the advent of Data Cloud technology which utilises a vast Procurement data lake, businesses can adopt Spend Control Tower dashboards to identify procurement blind spots involving compliance, sustainability, supplier fragmentation, tail spend, payment terms, and sourcing risks. Insight examples include high levels of off-contract spending, fragmented supply bases, emissions and diversity risks and inconsistent payment terms.
• Plan Strategic Actions: Procurement teams can then leverage these insights and delve deeper into category spend and supplier analysis using tools such as 麻豆原创 Ariba Category Management, augmented by AI-driven data intelligence insights. Set goals, select value levers, and employ this data (through integration of curated data and Gen-AI recommendations) to vet strategic options. Then Document action plans and establish KPIs targeting cost optimisation鈥攅.g., consolidating demand, leveraging RFQs and e-auctions to challenge suppliers, renegotiating contracts, and potentially terminating underperforming supplier relationships.
• Execute with Precision: Finally, teams can initiate strategic sourcing events directly from category plans, updating sourcing tools with objectives and baseline data. Execute sourcing projects in alignment with category strategies using traditional RFX and auction capability as well as extending further into categories requiring complex sourcing execution and sourcing optimisation engines. Post-event, automatically incorporate negotiated savings into category plans, tracking progress and goal fulfillment within Category Management tools.

In summary, today’s economic challenges necessitate a nuanced approach to cost control, emphasising a desperate need for data-driven insights and strategic execution through greater automation. A focus on maintaining cost levels and optimising existing structures provides a resilient path forward, with new approaches such as 麻豆原创鈥檚 Triple Crown methodology offering a closed loop to achieve these objectives across all spend.

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According to PwC鈥檚 February 2024 Digital Procurement Survey, which included 1,000 companies across 60 countries, procurement departments are prioritising:

1. Cost Control
2. Digital Transformation
3. Strategic Sourcing

1. Cost Control

Nearly two-thirds (65%) of procurement executives cite cost control as their primary focus. Despite inflation and interest rates decreasing in 2024, the impact on margins persists, necessitating proactive strategies for cost savings and efficient working capital management.

2. Digital Transformation

Digital transformation is a key focus for 46% of survey participants. While most procurement teams have already implemented foundational digital solutions such as Source-to-Contract (S2C) and Procure-to-Pay (P2P) systems, there is a clear ambition to extend digital capabilities beyond the traditional Source-to-Pay domain. Data and automation through AI is top of mind.

3. Strategic Sourcing

Strategic sourcing remains a top priority for 36% of respondents, vital for cost efficiency and value creation. Enhanced sourcing capabilities enable procurement departments to improve performance and manage risks effectively. Especially when looking at intelligent sourcing automation for unmanaged spend areas that go beyond traditional RFX/auctions.

Integrated Approach for CPOs

Looking at the top three priorities, it seems not much has changed during the past years. However, the challenge lies in the fact that CPOs need to address and execute on their priorities simultaneously and synergistically. This can take place by leveraging procurement technology that integrates data insights, strategic planning, and execution tools.

An example of this approach is outlined below:

1. Start with Insights

• With Data Analytics listed as the biggest area of investment for Procurement, the ability to aggregate and analyse spend data across categories, suppliers, and geographies allowing the business to identify opportunities for cost savings, sustainability, supply base optimisation, and risk mitigation is a strategic imperative.

2. Plan Strategic Actions

• Based on insights from intelligent analytics, the CPO, in collaboration with category managers, develops category strategies. Plans may involve consolidating suppliers, negotiating volume-based discounts, and selecting suppliers aligned with sustainability standards.
• AI-assisted category segmentation, cost analysis, and supply market intelligence enhance and accelerate planning.

3. Execute with Precision

• Organisations use e-sourcing tools to conduct competitive sourcing events across multiple sourcing channels to action the strategy.
• Interconnected process ensures the strategy is updated with negotiated savings.

麻豆原创鈥檚 Triple Crown

麻豆原创鈥檚 Triple Crown combines spend analytics insights with planning in category management and enables strategic sourcing execution across multiple channels. This integrated approach helps CPOs address their priorities effectively by leveraging best-of-suite and best-of-breed technologies infused with AI automation, to help procurement teams achieve greater efficiency, compliance, and strategic value.

To dive deeper into how 麻豆原创鈥檚 Triple Crown can tackle challenges around visibility and insights, stay tuned for upcoming posts detailing this innovative approach.

The post How Can CPOs Lead the Charge? Key Procurement Priorities and 麻豆原创鈥檚 Triple Crown for a New Way Forward appeared first on 麻豆原创 UK News Center.

Earlier this year, we secured the 8th spot in . This list reveals where employees love their jobs, and 麻豆原创 surpassed hundreds of thousands of other employers to claim this prize.听 As the award is drawn from direct employee feedback, it demonstrates our supportive working culture, strong social responsibility, and competitive benefits.

麻豆原创 UKI’s commitment to inclusivity is highlighted by our recent upgrade to a in the government led 3 level scheme. This is part of the Government鈥檚 Disability Confident campaign which aims to remove barriers, increase understanding and ensure that disabled people have the opportunities to fulfil their potential.

The whole team is proud to be recognised for our efforts in promoting inclusivity within our organisation. Inclusivity is prioritised in our recruitment and training processes, and we encourage our extended suppliers and partners to become Disability Confident.

Various measures have been carried out to earn this recognition including making adjustments during the attraction and assessment phases for all levels of employment. As part of this, there are physical, mental health, and neurodiversity accommodations such as additional time for tasks and quiet spaces for candidates. Training is offered to managers internally to raise awareness of this. Employees are supported with HR services, EAP, private healthcare, and a D&I employee network group. Also, there is active promotion of Disability Confidence during customer and partner-facing events.

Nurturing talent is a focus at 麻豆原创 UKI and we placed #13 out of 100 top employers by RateMyApprenticeship鈥檚 Best Employers and Training Providers 2024-25. This demonstrates the success and our commitment to our apprenticeship scheme, which continues to grow. Our second cohort of Creative Design Degree Apprentices started their journey with us in September.

These recognitions not only mirror 麻豆原创鈥檚 ethos of elevating every employee but also reinforce our commitment to continually enhancing our workplace environment. Each achievement and every piece of feedback go into making 麻豆原创 a better place for our talent – and this fuels our innovation and success.

We extend our gratitude to all members of 麻豆原创 UKI for their efforts and enthusiasm in nurturing an inclusive and forward-thinking work culture. It鈥檚 their dedication that ensures personal and professional growth and also contributes to the overarching success and recognition of the company.

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