Research Report

Driving high-performance
procurement initiatives
Financial
Savings
Management
Spend
Analysis
esourcing
Contract
Management
Supplier
Management
Procure-
To-Pay
Page 2 | 2011 Zycus Inc. All rights reserved
Dear Colleague,
Zycus is pleased to present Driving High Performance Procurement Initiatives, an
exclusive research report on the tactics and technology combinations that work best for driving
procurements spend and other business performance management initiatives forward.
We often hear from our customers that winning genuine acceptance, adoption and support from internal
customers and spend stakeholders is far and away the greatest challenge for procurement leaders
looking to drive corporate performance improvement using procurement and supply chain levers. Our
study which garnered a remarkable participation rate of nearly 600 procurement professionals
provides valuable insight into how leading procurement organizations gain acceptance and support from
complex corporate populations. There are no easy answers in the results, but we expect this report to
help procurement leaders focus their energies on the most effective tactics and technology investments.
At Zycus, we are passionate about ensuring maximum ROI for our customers procurement performance
initiatives. We offer innovative product solutions that are easy to learn and use and which promote
process automation and collaboration across enterprises. We are driven by these principles, which led us
to pioneer the use of Articial Intelligence for Spend Analysis way back in 2001!
Zycus Procurement Performance solutions combine state-of-the-art functionality, ease of use, and
superior responsiveness to customers to help enterprise procurement organizations analyze, plan and
source using intuitive and objective processes.
The research contained in this report focuses on what high-performing procurement organizations do
to win stakeholder compliance, participation and procurement technology adoption. We hope you nd it
useful and instructive as you map your own journey to better business performance.
Aatish Dedhia
CEO, Zycus Inc.
Page 3 | 2011 Zycus Inc. All rights reserved
This exclusive procurement research report contains
the results of an in-depth study conducted by Zycus
that endeavors to identify which strategies and
tactics work best when it comes to persuading people in
complex corporate enterprises to:
Collaborate actively in strategic sourcing and spend
management initiatives,
Comply with strategic supply contracts,
Provide consistent and constructive feedback on
supplier performance and
Adopt and actively use preferred spending processes
and process automation technologies.
Nearly 600 procurement professionals participated in
the study. The report begins with a set of performance
benchmarks for what modern corporations have
achieved thus far by way of: compliance to enterprise
supply contracts and preferred procure-to-pay
processes; stakeholder participation and support for
procurement-drive performance initiatives; and
adoption rates for various procurement automation
technologies. Subsequent chapters zero in on the
highest performers in each area to identify the
strategies and tactics they are using to excel.
Introduction & executive summary .............. 4-5
Study benchmarks ........................................... 6-9
Compliance drives savings .......................... 10-15
Contract compliance ....................................10-13
P2P process compliance ..............................14-15
Getting to voluntary compliance ................16-21
Sourcing participation .................................. 16-19
Supplier performance participation ..........20-21
Winning technology adoption ....................22-24
Summary recommendations ...........................25
Study demographics .........................................26
About Zycus ........................................................ 37
INSIDE this report
Introduction
Page 4 | 2011 Zycus Inc. All rights reserved
Much less simple, however, is the challenge of
converting a complex corporate entity from a culture of
independent often undisciplined or unscientic spend
decision making to one in which most people will,
Spend each corporate dollar as carefully as
they would their own.
Be fully cognizant of the methods and
techniques that lead consistently to the best sourcing
and procurement decisions,
Be equipped, ready, and willing to use the
tools that generate the best procurement decisions, and
Sincerely believe that collaborating to promote
corporate protability through disciplined spending
and consistently executed sourcing and procurement
processes is the correct and only way to behave.
A common lament among procurement leaders is that
winning genuine acceptance, adoption, and support
from spend stakeholders is far and away their greatest
challenge. In this context, the term spend stakeholder
includes P+L owners, department budget owners, the
hundreds sometimes thousands of day-to-day
spend decision makers, suppliers, and even personnel
within their own procurement organizations. With
this in mind, Zycus, a global leader in procurement
technology solutions, has recently elded a broad study
aimed at dening which tactics and strategies are most
effective for persuading people in complex corporate
enterprises to collaborate actively in strategic sourcing
and spend management initiatives, comply with strategic
supply contracts, participate in supplier performance
It is easy for an ambitious procurement leader to decide that enterprise spend management
driven by procurement is a good thing for a corporation. It is also relatively easy to persuade top
corporate executives to buy in to the idea. After all, what corporate leader would not jump at the
chance to save millions sometimes billions in unnecessary spending?
Driving high-performance
procurement initiatives
Page 5 | 2011 Zycus Inc. All rights reserved
Executive summary
Companies achieving the highest internal compliance
rates to enterprise supply contracts and preferred
procure-to-pay (P2P) processes employ a combination
of policy, persuasion (business case/communication),
performance objectives, metrics, monitoring,
compliance reporting, and ease-of-use tactics.
Contract Management, Spend Analysis, and
eProcurement technology solutions appear to be the
most powerful enablers of procurement compliance
tactics. Adopting a single solution extensively can
engender compliance rates that exceed the industry
average by some 25-33 points while extensively
adopting an integrated set of solutions pushes the
positive performance gap closer to 40 points.
Procurement organizations that win high levels of
stakeholder participation in strategic sourcing and
supplier performance management activities achieve
compliance rates that are three to four times greater
than those that neglect to engage internal stakeholders.
Effective tactics for winning stakeholder engagement
include: persuasion (business case), clear and effective
communication, obvious incorporation of stakeholder
input into decision making, ease of participation, and
consistent execution of standard, transparent, fact-
driven processes. Top three technology enablers for
these tactics are: Spend Analysis, eSourcing, and
Supplier Performance Management.
Organizations implementing procurement automation
technology but failing to achieve high adoption, use,
and utilization of their solutions show substantially
(50-75%) lower performance for compliance and
stakeholder engagement compared to companies that
obtain high adoption and use.
Companies winning the highest technology adoption
and use rates employ a combination of compulsory
tactics policy, usage monitoring, reporting, workow
management along with ease of use (as a key solution-
selection criteria), training, and ongoing mentoring.
While procurement technology adoption and use plays
a big role in winning corporate cultural acceptance for
procurement-led performance initiatives, few believe
their organizations come close to fully utilizing the
technology already available to them.
Of note is the importance of seeing each of the three
areas compliance, participation, and technology
adoption and use not as discrete objectives, but as three
legs of the same stool. The compliance leg is the key to
achieving substantial and sustainable cost savings. The
participation leg is the key to achieving spontaneous,
voluntary compliance. And the procurement technology
adoption and use leg serves as the prime mover behind
the tactics and strategies that high performers say
are most effective for creating a lasting corporate
cultural transformation around the disciplines of spend
management and other procurement-led corporate
performance initiatives.
management endeavors, and adopt and use preferred
procurement processes and technologies.
The study itself was devised upon the assumptions
that good benchmark indicators of corporate-cultural
penetration for spend management would include:
Stakeholder compliance to both enterprise
supply contracts and preferred procure-to-pay (P2P)
processes,
Active stakeholder participation in
both strategic sourcing and supplier performance
management processes, and
Procurement technology adoption,
use, and utilization rates (percent of total available
functionality being used routinely).
Nearly 600 procurement and supply management
professionals representing an estimated $370 billion or
more worth of collective spending power participated
in the study. This research report presents resulting
benchmarks, in-depth analysis, and recommendations for
procurement leaders and their teams.
Page 6 | 2011 Zycus Inc. All rights reserved
41%
Weighted average
contract compliance
for total survey
population
6.1
Weighted average
procure-to-pay (P2P)
process compliance
score (0-to-10 scale)
for total survey
population
20%
30%
40%
50%
60%
70%
80%
30%+ 21-30% 11-20% 5-10% <5%
64%
46%
47%
61%
33%
Contract compliance by cost
savings performance tier
Savings attributable to spend management as a % of total spending
P2P process compliance scores by cost
savings performance tier
7.3
Savings attributable to spend management as a % of total spending
5.5
5.8
6.2
6.6
Insofar as most corporations measure
procurements spend management success in terms of
cost savings, this metric was used to segregate the study
population into ve performance classes. The rst part
of this paper shows the cultural-acceptance benchmarks
for spend management across all ve of the cost-savings
performance classes.
Two of the series shown on this page and the next
represent percentage estimates while the remainder are
estimated scores given on a 0-10 scale (with 10 being
highest). Numbers shown to the left represent weighted
average percentages or scores for the total study
population while numbers shown to the right in the charts
represent weighted average percentages or scores broken
out by cost-savings performance tier.
Figures indicated as best-in-class and shown in greater
detail on pages 6 and 7 are for companies falling into the
top cost-savings performance class with 30% or more
accumulated cost savings or spend reductions attributable
to spend management. Subsequent sections of the
paper delve more deeply into three areas compliance,
participation, and technology adoption to discern the
approaches and tactics that appear to be yielding the best
results among leading procurement organizations.
Study benchmarks
Page 7 | 2011 Zycus Inc. All rights reserved
5.7
Weighted average
stakeholder sourcing
participation score
(0-to-10 scale) for total
survey population
5.8
Weighted average
stakeholder supplier
performance
management (SPM)
participation score
(0-to-10 scale) for total
survey population
5.8
Weighted average
procurement
technology adoption
and use score
(0-to-10 scale) for total
survey population
37%
Average procurement
technology utilization
percentage (as % of total
available functionality)
for total survey
population
4.2
5.4
5.9
7.8
6.4
Stakeholder sourcing participation scores
by cost savings performance tier
Savings attributable to spend management as a % of total spending
Stakeholder SPM participation scores
by cost savings performance tier
7.2
4.6
5.5
6.0
7.8
Savings attributable to spend management as a % of total spending
Technology adoption & use scores by cost
savings performance tier
4.6
5.6
6.2
7.0
6.9
Savings attributable to spend management as a % of total spending
20%
30%
40%
50%
60%
70%
80%
30%+ 21-30% 11-20% 5-10% <5%
25%
38%
45%
54% 54%
Technology utilization by cost
savings performance tier
Savings attributable to spend management as a % of total spending
s t u d y b e n c h m a r k s
Page 8 | 2011 Zycus Inc. All rights reserved
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Contract compliance
(estimated on a 0-100% scale)
Weighted average percentage for top
cost-savings performance class
64%
10
9
8
7
6
5
4
3
2
1
0
Stakeholder sourcing participation
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
7.8
10
9
8
7
6
5
4
3
2
1
0
Technology adoption & use
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
7.0
10
9
8
7
6
5
4
3
2
1
0
P2P process compliance
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
7.3
10
9
8
7
6
5
4
3
2
1
0
Stakeholder SPM participation
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
7.2
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Technology utilization
(estimated on a 0-100% scale)
Weighted average percentage for top
cost-savings performance class
54%
A broad reading of the study benchmarks suggests,
for example, that a $10 billion company, with $4 billion in
annual spending and $1.2 billion in realized cost savings
from spend management (30%) has typically succeeded
at moving the meter on various cultural change indicators
as shown on this page and the next. Try marking your
own organizational assessments on the same meters.
If you are beating the benchmarks, keep doing what
you are doing! If your company is relatively new to
procurement-led spend management (less than 12 or 18
s t u d y b e n c h m a r k s
Page 9 | 2011 Zycus Inc. All rights reserved
s t u d y b e n c h m a r k s
10
9
8
7
6
5
4
3
2
1
0
Spend analysis adoption & use
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
7.3
10
9
8
7
6
5
4
3
2
1
0
eSourcing adoption & use
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
6.6
10
9
8
7
6
5
4
3
2
1
0
SPM adoption & use
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
6.7
10
9
8
7
6
5
4
3
2
1
0
Contract mgmnt adoption & use
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
7.3
10
9
8
7
6
5
4
3
2
1
0
eProcurement adoption & use
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
6.6
10
9
8
7
6
5
4
3
2
1
0
EIPP adoption & use
(estimated on a rating scale with 10 being highest)
Weighted average score reported by
top cost-savings performance class
6.9
months into a transformation), treat these benchmarks as
a roadmap for what must be accomplished if you intend
to build a sustainable spend management culture that
continues to deliver high savings percentages over time.
If, alternatively, your enterprise is several years into a
spend management transformation but not moving
up the cost-savings curve as steadily as desired the
benchmarks may help to identify weak spots that can be
addressed using the tactics and technologies outlined in
the remainder of this report.
Page 10 | 2011 Zycus Inc. All rights reserved
Metrics make compliant cultures
Stakeholder compliance be it compulsory or voluntary
bridges the rather large gap between the cost savings that
get encoded into strategic supply contracts and spending
processes and the cost savings that actually materialize
on a companys prot line.
Stakeholder compliance comes in three essential forms:
Contract people buy preferred, lowest-cost
products or services, according to contract, from
preferred suppliers,
Performance the company consistently realizes
all benets captured into contracts, be they rebates,
volume price discounts, payment terms, supplier
performance requirements, and so forth, and
Process people adopt and use preferred, lowest-
cost buying and payment processes that serve the
dual role of minimizing costs of doing business with
preferred suppliers and driving contract compliance and
performance.
As the study benchmark gures show, companies
falling into the top or best-in-class performance tier for
cost savings attributable to spend management (with
accumulated spend reductions of 30% or greater) report
contract compliance rates that are, on average, two times
greater than companies falling into the bottom (<5%) cost
savings tier. The implication: doubling contract compliance
may be associated, over time, with a six-fold increase in
percentage cost savings realized from spend management
activities.
What gets measured gets done
Tactics identied as most effective for driving contract
compliance point strongly to procurement technology
adoption as the bedrock for driving a corporate culture in
the direction of spend management as
lifestyle versus spend management as
short-term annoyance.
For example, among companies
achieving contract compliance rates
of 70% or greater, some 60% cite
monitor and report among their top
three most effective tactics. However,
simply favoring this tactic is no
guarantee it will deliver results. The
ability to execute the tactic well is tied
Compliance drives savings
20%
30%
40%
50%
60%
70%
80%
30%+ 21-30% 11-20% 5-10% <5%
64%
46%
47%
61%
33%
Contract compliance by cost
savings performance tier
Savings attributable to spend management as a % of total spending
Page 11 | 2011 Zycus Inc. All rights reserved
0%
20%
40%
60%
80%
100%
29%
30%
with low
75% 74%
with low
Monitor
and
report
Compel with
performance
objectives
and metrics
avg with
high CM
adoption
& use
versus...
How contract management (CM)
techonology adoption & use affects
contract compliance rates among
companies favoring tactics specied:
avg with
high CM
adoption
& use
versus...
60% 49% 42% 27% 26%
Monitor &
report
Communicate
benets &
business
case
Compel with
performance
objectives &
metrics
Compel
with
policy
Make on-
contract
the easiest
way to
spend
Top performers top 5 tactics
: contract compliance |
to technology adoption, which enables metrics such as
off-contract spending, contract utilization, and contract
performance (to terms) to be tracked easily, consistently,
and accurately right down to specic departments and
individual spenders.
Indeed, for all companies that favor the monitor and
report tactic for driving contract compliance, the study
data show a dramatic 44-point difference in reported
contract compliance rates between companies with
high adoption and use of contract management (CM)
technology and companies with low adoption and use. A
similar relationship emerges when the same test is applied
to the third-place compel with performance objectives and
metrics tactic (see charts to the right on this page plus
a more detailed graphic on the next page for additional
comparisons).
Overall, among procurement technology strategies
evaluated in the study, the adoption and regular use of
contract management (CM) solutions emerges as a clear
leader in promoting contract compliance. Some 61% of
companies falling into the highest contract-compliance
tier also report high adoption and use of contract
management technology. That compares to just 5% of
companies falling into the lowest compliance performance
tier, a difference of some 56 percentage points.
Facts matter
The second-most popular tactic for promoting contract
compliance among companies achieving high performance
is to communicate the benets and business case around
spend management. First and foremost, this speaks to
a need for good salesmanship and consistent internal
marketing around spend management concepts and
0%
20%
40%
60%
80%
100%
HIGH MED LOW
Contract management (CM) technology
adoption & use vs. contract compliance
61% 20%
5%
High
CM tech
adoption
and use
Med
Low
Performance tier for contract compliance
% of rms geting 70%-plus contract compliance
who cite the tactic among their most effective
Page 12 | 2011 Zycus Inc. All rights reserved
Tactics + technology
+Spend
Analysis
0%
20%
40%
60%
80%
100%
+eProcure-
ment
+Contract
Manage-
ment
+Contract
Manage-
ment
+eProcure-
ment
+Contract
Manage-
ment
+Spend
Analysis
+Contract
Manage-
ment
+Spend
Analysis
+eProcure-
ment
+Compel
w/objectives
& metrics
tactic
+Compel
w/policy
tactic
High technology
adoption & use
vector
Low technology
adoption & use
vector
Monitor and report tactic
66%
70%
74%
75%
76%
78%
79%
30%
37%
30%
19%
29%
24%
23% *N/A
95%
*Zero participants report
attempting this combination of
tactics & technology in the
absence of high technology
adoption.
Contract compliance, weighted avg % reported by
study participants using specied combination of
tactics & technology
Study ndings shown in this graphic illustrate how effective tactics for
driving contract compliance rely in turn on implementing various procurement
technology solutions AND driving high adoption and use of them. Companies that
extensively adopt two or more integrated solutions report contract compliance
rates that beat the study weighted average (41%) by some 35-37 percentage
points and either double or triple the compliance rates being achieved by
companies that invest in the technology but fall down on adoption.
successes. But making and marketing a strong business
case for contract compliance comes down to having
detailed and persuasive facts.
Building a business case upon veriable facts enables a
procurement organization to go to spend stakeholders and
say things like:
In the spend categories we have placed under
management so far, we have documented an X
correlation between high contract compliance and
savings realized, or
These are the specic amounts of money that
departments X, Y, and Z were able to reallocate in their
budgets due to savings realized from high compliance to
enterprise supply contracts.
Because good business cases are so heavily reliant on
believable data, it is no surprise that spend analysis
technology gures prominently in the contract compliance
picture as well. According to the study, some 49% of
companies with the highest contract compliance rates
also report high adoption and use rates for spend analysis
technology compared to just 11% among companies
with the lowest contract compliance. Companies that
emphasize creating and communicating strong business
cases while also achieving high spend analysis adoption
and use report a weighted average contract compliance
rate of 77%, according to the study. That is 36 percentage
points above the overall study average for contract
compliance and 41 points above the rate reported by
Page 13 | 2011 Zycus Inc. All rights reserved
companies where spend analysis technology is present but
poorly adopted.
The imperative to measure compliance may also be at
work here as in the absence of more direct compliance
monitoring and reporting capabilities many companies
will follow category spending data as a proxy for contract
compliance (the logic: if category spend is declining, then
contract compliance must be occurring).
Two other technology categories showing notable positive
relationships to contract compliance are eSourcing and
Supplier Performance Management (SPM). This appears to
be a function of the ways in which these solutions promote
direct stakeholder participation in strategic sourcing and
supplier performance management activities and will
be discussed in greater detail starting on page 16 of this
report.
Meanwhile, adoption and use of eProcurement technology
which can be used to drive spend decision-making to
contracted suppliers, items, and services and to monitor
individual/departmental spending activities relative
to contracts emerges from the study as another
technology enabler for driving contract compliance. As
shown in the gure on page 12, companies that monitor
and report contract compliance in conjunction with
well adopted spend analysis and contract management
solutions, show contract compliance rates in the vicinity of
75%. Adding a well adopted eProcurement solution to the
mix adds a few more percentage points (78% compliance)
while adding a policy imperative to the mix can drive the
gure well above 90%.
0%
20%
40%
60%
80%
100%
HIGH MED LOW
Spend analysis (SA) technology
adoption & use vs. contract compliance
49% 21%
11%
High
SA tech
adoption
and use
Med
Low
Performance tier for contract compliance
c o m p l i a n c e d r i v e s s a v i n g s
0%
20%
40%
60%
80%
100%
HIGH MED LOW
eSourcing (ES) technology
adoption & use vs. contract compliance
40% 18%
7%
High
ES tech
adoption
and use
Med
Low
Performance tier for contract compliance
0%
20%
40%
60%
80%
100%
HIGH MED LOW
Supplier performance (SPM) technology
adoption & use vs. contract compliance
45% 17%
8%
High
SPM tech
adoption
and use
Med
Low
Performance tier for contract compliance
Page 14 | 2011 Zycus Inc. All rights reserved
Of note is that the study also tested eProcurement adoption
and use alone in conjunction with the number-ve tactic
among high performers of making on-contract the easiest
way to spend. The logic: Well-managed eProcurement
systems with heavy emphasis on supplier and spend-
category enablement for eProcurement (one-stop shopping)
plus intuitive user interfaces that mimic consumer online-
buying experiences might naturally attract high usership
while also enabling spend activities and decision making to
be monitored at very detailed levels and driven in directions
desired by the enterprise.
But while the study nds a somewhat positive relationship
between the tactic, the technology and compliance results,
the impact is much less notable than the monitoring,
metrics, and business-case routes. This suggests that many
companies may still have a way to go on eProcurement
execution before they will be in a position to treat easiest
way to spend as a primary driver of contract compliance.
Surprising, also, for a relatively weak relationship between
technology adoption and contract compliance is the
technology category for electronic invoicing and payment
(EIPP). While one might hypothesize that locking down the
payment process would boost contract compliance, survey
results are less clear. On the one hand, some 41% of high
performers on the contract compliance metric also report
high adoption and use of EIPP technology. On the other
hand, some 20% of the lowest performers on contract
compliance also report high adoption and use of EIPP
technology, suggesting the two are less likely to go hand-in-
hand.
P2P process compliance
As an indicator of cost-savings
performance, the study nds stakeholder
compliance to preferred procure-to-pay
(P2P) processes to be somewhat less
important than contract compliance.
While companies falling into the highest
cost savings tier report relatively high
preferred P2P process compliance (scored
at a weighted average of 7.3 on a 0-10
scale), companies falling into the lowest
cost savings tier are not all that far behind,
reporting P2P process compliance at a
weighted average score of 5.5 on the same scale.
There is also a fairly high percentage (24%) of survey
participants who opted out of this question, suggesting
that many companies have not yet reached a point of
establishing preferred, low-cost P2P processes much less
paying close attention to compliance.
This may reect a notion that efciency savings from
adoption of low-cost processes are generally nonrepeatable
and relatively small in comparison to savings generated
from such spend management activities as demand
aggregation, strategic competitive sourcing, and demand
or consumption management. It may also be a function of
the fact that most companies already limit procurement
and supplier payment methods, to a certain extent, through
routine nancial controls (PO-invoice, procurement card,
check request, expense report).
With that said, there is a hint in the survey data that
compliance to preferred P2P processes may become more
important as companies move up the spend-management
maturity curve. For instance, while the difference in
weighted P2P compliance scores from savings-tier one
to tier two is just three tenths of a point, the difference
between tiers four and ve accelerates to seven tenths.
Insofar as the study derives much of its data from peoples
perceptions and a relatively simple scoring technique, that
difference may be too small to be noteworthy. But it makes
sense that maturing procurement groups those that
have exhausted many of their easier opportunities to save
through competitive sourcing would need to cast a wider
net, focusing more on efcient, cost effective processes.
What is more, controlling the process controls the
information that comes out of it, enabling better views
c o m p l i a n c e d r i v e s s a v i n g s
P2P process compliance scores by cost
savings performance tier
7.3
Savings attributable to spend management as a % of total spending
5.5
5.8
6.2
6.6
Page 15 | 2011 Zycus Inc. All rights reserved
Top performers top 5 tactics
: process compliance |
into spending. Early on in a spend-management
transformation, a company may be able to generate
actionable views of spending by patching together data
from a wide variety of procure-to-pay work streams
(or by simply ignoring certain streams where the patch
work proves too difcult). But uncovering more esoteric
cost-savings opportunities as time goes on requires
more timely, accurate, granular, and complete views into
spending. Those views are much easier to generate when
all or most spending ows through a very small set of well-
dened processes that are designed with the idea in mind
of consistently capturing and classifying spend data.
Among high performers on the P2P process compliance
metric, the tactics voted most effective (shown on this
page) look very similar to those for contract compliance
and suggest a heavy technology-adoption component.
Insofar as eProcurement technology typically embodies a
companys preferred low-cost P2P process for controlling
distributed purchasing activity and enables direct
monitoring of individual and departmental spending
activity and usership, a high correlation is to be expected
between eProcurement adoption and use and preferred
P2P process compliance. Indeed, 69% of companies
with the highest scores for P2P process compliance also
report high eProcurement technology adoption and use.
That compares to 0% of companies with the lowest P2P
process compliance scores.
Adoption and use of electronic invoice presentment
and payment (EIPP) technology also seems to have a
greater impact here as 42% of high performers on the
P2P process compliance metric also report high adoption
and use of EIPP technology compared to just 7% of low
performers (a six fold difference).
Suppliers play a bigger role here as well, according to the
study. For example, 44% of companies reporting high P2P
process compliance also report high supplier adoption
of their EIPP technology and 37% report high supplier
adoption of their eProcurement technology, supporting
the idea that the more a P2P process can be made to
behave as a one-stop shop for spend stakeholders, the
greater the adoption and use of the process (and/or
solution) will be over time.
0%
20%
40%
60%
80%
100%
HIGH MED LOW
eProcurement (EP) technology adoption &
use vs. P2P process compliance
69% 24%
0%
High
EP tech
adoption
and use
Med
Low
Performance tier for P2P process compliance
45% 38% 31% 30% 26%
Monitor &
report
Compel
with policy
Make
preferred
P2P process
the easiest
way to
spend
Compel using
automation
and workow
technology
Compel with
performance
objectives &
metrics
Communicate
benets &
business case
% of companies scoring 7 or higher (0-10 scale)
that cite the tactic among their most effective
Page 16 | 2011 Zycus Inc. All rights reserved
Participation fosters acceptance
Getting to voluntary
compliance
While a combination of policies, performance objectives,
metrics, monitoring and reporting plus high adoption of
supporting procurement technology makes a powerful
formula for obtaining compliance to spend management
contracts and preferred processes, they are not the end
game when it comes to achieving a corporate culture
change that truly embraces and buys in to enterprise
spend management. Indeed, few procurement leaders
will tell you they wish to spend the rest of their careers
policing peoples behavior.
On the contrary, what they really want is to embed best
spend management processes and practices into their
enterprises and move on to more important, value-adding
and corporate performance-enhancing work such as
supporting innovation and new product introduction,
managing supply chain risk, improving working capital
performance, and optimizing ows of goods and services
throughout global supply networks.
The key to getting there is encouraging active
stakeholder participation in strategic sourcing and spend
management processes and stakeholder ownership of
spend management decision making. Going all the way
back to the early days of enterprise spend management
in the 1980s and 90s, the popular wisdom has always
been that when spend stakeholders participate actively
and enthusiastically in the drafting of requirements,
evaluation and selection of suppliers, design of processes
that make their work easier, and ongoing measurement
and management of supplier performance they are more
likely to voluntarily abide by the decisions made. They are
also more likely to champion spend management causes
to others in their organizations and to carry the disciplines
over into other areas of spending.
The study data certainly support this thinking as
companies falling into the top performance tier for
cost savings attributable to spend management (30%
or greater) score cross-functional
participation in spend management
activities at nearly eight on a 0-10
scale compared to around 4 for
companies falling into the lowest cost-
savings performance tier.
In the meantime, companies reporting
the highest participation rates in
cross-functional strategic sourcing
processes also report contract
compliance rates that are 3.1 times
greater than companies with the
4.2
5.4
5.9
7.8
6.4
Stakeholder sourcing participation scores
by cost savings performance tier
Savings attributable to spend management as a % of total spending
Page 17 | 2011 Zycus Inc. All rights reserved
20%
30%
40%
50%
60%
70%
80%
72%
70%
50%
32%
23%
0-2
By cross-functional
participation score
(0-to-10 scale)
3-4 5-6 7-8 9-10
75%
65%
47%
39%
21%
0-2
By supplier performance
managmenent (SPM)
participation score
3-4 5-6 7-8 9-10
3.1x 3.6x
weakest cross-functional participation. And companies
that win high participation rates in supplier performance
management (SPM) endeavors report contract compliance
rates that are 3.6 times higher than companies with poor
SPM participation rates.
The implication is that spend management organizations
who win active and enthusiastic stakeholder participation
in spend management decision making and supplier
performance management have an opportunity to spend
much less time and resources on compulsory management
of stakeholder compliance. For example, an exceptions-
only monitoring and alert system might replace more
burdensome, detailed and frequent tracking of individual
spending behaviors without losses to compliance or
realized cost savings.
With that said, however, the study nds that winning
strong and consistent stakeholder participation remains a
challenge for many enterprises with nearly half of study
participants grading participation at 5 or lower on a 0-10
rating scale.
Effective tactics
The tactic voted most effective by companies that do
well with promoting stakeholder participation in strategic
sourcing is to communicate benets and business case.
Once again, the ability to make a powerful business case
for spend management in specic spend categories
one that can convince inuential spend stakeholders to
volunteer their time and brainpower for strategic sourcing
efforts appears heavily reliant on having credible data,
which leads back to such technology enablers as spend
analysis.
Some 62% of companies with high scores for cross-
functional sourcing participation also show high scores
for spend analysis technology adoption and use. That
compares to just 21% for companies with middle-of-the-
road stakeholder participation rates and a mere 6%
for companies reporting the lowest cross-functional
participation scores.
Similarly strong relationships between technology
adoption and cross-functional participation show up
0%
20%
40%
60%
80%
100%
HIGH MED LOW
Spend analysis (SA) technology
adoption & use vs. sourcing participation
62% 21%
6%
High
SA tech
adoption
and use
Med
Low
Performance tier for sourcing participation
Contract compliance....
g e t t i n g t o v o l u n t a r y c o m p l i a n c e
Page 18 | 2011 Zycus Inc. All rights reserved
Top performers top 5 tactics
: sourcing participation |
for both the eSourcing and Supplier Performance
Management (SPM) solution sets. Companies achieving
the highest rates of cross functional participation and
collaboration in sourcing activities are nearly three
times more likely than those achieving intermediate
participation rates and 6.8 times more likely than those
achieving the lowest rates to also have high adoption rates
for eSourcing technology.
This is likely a function of the fact that while often
misjudged as a device focused solely on driving down
supplier pricing fully functional eSourcing technology
is designed in direct support of the most effective tactics
determined in the study for promoting stakeholder
participation in strategic sourcing processes.
For example, the second-most popular tactic for winning
stakeholder participation is to communicate clearly and
effectively throughout the sourcing process. While this
can be done without eSourcing, the technology is very
much intended to create virtual, collaborative workspaces
for such activities as,
Requirements denition and approval,
Requesting and gathering of information and proposals
from suppliers,
Communicating timing, rules, and other parameters
around sourcing events to all stakeholders,
Asking and answering questions, and
Conducting event results analysis and nal decision
making in highly transparent, consistent and structured
ways.
Meanwhile, a great way to ensure peoples opinions count
heavily in a strategic sourcing process (the third most
popular tactic for promoting participation among high
performers) is to give stakeholders a structured means for
registering their opinions, for reviewing others opinions,
and understanding clearly how a sourcing teams collective
set of opinions inuences a sourcing events outcome.
When an eSourcing tool is web based allowing access
0%
20%
40%
60%
80%
100%
HIGH MED LOW
eSourcing (ES) technology
adoption & use vs. sourcing participation
54% 19%
8%
High
ES tech
adoption
and use
Med
Low
Performance tier for sourcing participation
41% 39% 37% 37% 36%
Communicate
benets &
business case
Communicate
clearly and
effectively
throughout
process
Ensure
peoples
opinions
count heavily
in process
Make it easy
for people to
participate
Base
decisions
on facts (vs.
intuition
or opinions)
% of companies scoring 7 or higher (0-10 scale)
that cite the tactic among their most effective
Page 19 | 2011 Zycus Inc. All rights reserved
Tactics + technology
0
2
4
6
8
10
4.4
4.0
8.5
7.3
7.6
8.0
4.6 4.6
4.5
8.3
+Supplier
Performance
Management
+eSourcing +Spend
Analysis
+Spend Analysis
+eSourcing
+Supplier
Performance
Management
High technology
adoption & use
vector
Low technology
adoption & use
vector
Communicate benets & business case tactic
Sourcing participation, weighted avg score (1-to-10
scale) reported by study participants using specied
combination of tactics & technology
Ensure peoples
opinions count
heavily in process
tactic
+eSourcing
+Supplier
Performance
Management
Base sourcing
decisions on
facts (vs.
intuition or
opinions) tactic
+eSourcing
3.0
8.6
from anywhere at any time it frees the strategic
sourcing process from both time and place constraints,
enabling greater team recruitment and participation
possibilities. eSourcing also enables more people
to participate in more discrete ways, for example,
contributing to and reviewing only the specic portions of
suppliers proposals that are most relevant to their jobs.
Taken together, such features make it easy for people
to participate in a sourcing process (the fourth most
popular tactic cited by leaders in winning cross-functional
participation in sourcing processes).
But simply deploying technology in conjunction with
tactics is clearly insufcient for obtaining results. As
the graphic on this page illustrates, driving technology
adoption and use is a must. For example, companies
favoring the number-one tactic of communicating
benets and business case around strategic sourcing in
combination with high adoption and use of eSourcing
score cross-functional participation, on average, three
points higher than companies with eSourcing that is
poorly adopted. But, where eSourcing adoption really
seems to differentiate is with the tactic of basing sourcing
decisions on facts. In that case, the difference in cross-
functional participation scores between the highest and
lowest adopters of eSourcing technology is nearly four
points.
While it is interesting to see what companies leading on
cross-functional participation in sourcing consider to be
their most effective tactics, it is also interesting to see the
tactics they consider to be least effective: training, careful
selection of people for sourcing teams, close adherence to
project management disciplines, and minimization of time
Study results shown in this graphic illustrate how
popular tactics for promoting spend stakeholder participation
in sourcing processes are made more effective when companies
implement supporting procurement technology solutions AND
drive high adoption and use of those solutions. Companies that
extensively adopt several integrated solutions score stakeholder
participation at nearly triple the participation levels reported by
companies that invest in supporting technology solutions but fail to
drive widespread adoption and use of them.
Page 20 | 2011 Zycus Inc. All rights reserved
required to participate in strategic sourcing activities.
The implication in these ndings: As long as spend
stakeholders believe the sourcing process is valid, have
clear visibility into how the process is being executed,
trust the process to generate positive outcomes for their
organizations, and feel their input is taken seriously, they
will be quite happy to contribute their time to collaborate
actively with procurement.
Stakeholders care about performance
If eSourcing adoption can help to promote corporate
cultural adoption of spend management disciplines,
Supplier Performance Management (SPM) technology
adoption may do an even better job. The study nds 51%
of companies winning high stakeholder participation
in their supplier performance management endeavors
also reporting high adoption and use of SPM technology
compared to just 2% among the lowest performers and
16% of intermediate performers on the participation
metric for supplier performance management.
Top performers most effective tactics for promoting
stakeholder participation in supplier performance
management activities are shown on this page. The study
data suggest that introducing SPM technology to the mix
makes each of these tactics more effective to varying
degrees with the most notable impact showing up in how
the technology enables procurement to communicate and
ensure that people understand how their input affects
decisions, actions and other outcomes. As the gure
on this page shows, companies favoring the tactic and
also reporting high adoption and use of SPM technology
score stakeholder participation at nearly 8 on a 0-10 scale
compared to a score of less than 4 for low SPM technology
adopters.
Important ways in which SPM technology supports the
tactic of connecting stakeholder input to real actions and
39% 37% 37% 33% 32%
Make it easy
for people to
participate
Communicate/
ensure
that people
understand
how their
input affects
decisions,
actions, and
other outcomes
Communicate
benets &
business case
Employ a
standard,
transparent
and
consistently
executed
process
Ensure that
peoples input/
opinions count
in decision
making
0
2
4
6
8
10
with low
3.8
7.9
with
high
SPM
tech
adoption
& use
versus...
7.5
with low
4.2
with
high
SPM
tech
adoption
& use
versus...
Make it
easy for
people to
participate
Communicate,
ensure people
understand how
their input
affects
decisions,
actions & other
outcomes
How Supplier Performance Management
(SPM) technology adoption & use
affects stakeholder participation scores
(0-10 scale) among companies favoring
tactics specied:
% of companies scoring 7 or higher (0-10 scale)
that cite the tactic among their three most effective
Top performers top 5 tactics
: SPM participation |
Page 21 | 2011 Zycus Inc. All rights reserved
decisions include:
Enabling systematic blending of quantitative and
qualitative data inputs,
Enabling supplier performance metrics to be customized
at a spend category level but also rolled up to consistent
supplier rankings that can be applied in sourcing
decision making, and
Enabling identication, ongoing management,
and communication around supplier development
efforts aimed at diagnosing and correcting supplier
performance problems and also driving continuous
performance improvement.
For many of the same reasons discussed around
eSourcing, SPM technology also appears to have a strong
impact on making it easy for people to participate in
supplier performance management processes. Web-
based solutions allow people to participate on their own
schedules and make it easy to request input on only the
supplier performance factors that are directly relevant to
specic stakeholders. So, for example, an ofce manager
might be asked to evaluate an ofce supplies provider
on things like supplier responsiveness, leadtime, on-time
delivery and order accuracy, while an accounts payable
stakeholder might be asked to evaluate only on invoice
accuracy, and a spend category manager might be asked
to evaluate on performance to pricing terms, and so forth.
Employing a standard, transparent and consistently
executed process for supplier performance management
is another tactic voted most effective by top performers
on the SPM participation metric. Supplier Performance
Management (SPM) technology enables the tactic by,
Creating highly visible relationships between
quantitative (objective) and qualitative (subjective) data
inputs,
Enabling consistent, systematic setting and movement
of supplier performance benchmarks,

Enabling generation of balanced supplier scorecards
with weighting for various key performance indicators,
Giving suppliers a role in self evaluating and responding
to stakeholders input, and
Creating clear connections between supplier
performance data and the actions that result
(performance improvement and development work,
for example).
0%
20%
40%
60%
80%
100%
HIGH MED LOW
Supplier performance (SPM) technology
adoption & use vs. SPM participation
51% 16%
2%
High
SPM tech
adoption
and use
Med
Low
Performance tier for SPM participation
Web-based solutions allow people to participate on their own schedules
and make it easy to request input on only the supplier performance
factors that are directly relevant to specic stakeholders.
p a r t i c i p a t i o n f o s t e r s a c c e p t a n c e
Page 22 | 2011 Zycus Inc. All rights reserved
Bigger challenges, less consensus
Winning technology adoption
Much procurement technology has been created in the
past two decades with the intention of enabling various
aspects of enterprise spend and other forms of corporate
performance management. And while the technology
continues to gain sophistication and has potential to
deliver enormous benets to corporations, there is
evidence in the study that it may have begun to outrun
the organizations for which it is intended. For example,
when asked to estimate the percentage of total available
technology functionality being used routinely by typical
users in their organizations, the weighted average
response generated across the entire study population
is just 37%.
Meanwhile, people considered to be power users
of procurement technology are thought to be using
somewhere in the vicinity of 58% of available technology
functionality at this time. Companies at the low end of the
cost-savings scale claim to be using an average of 25% -
27% of available technology for typical and power users
alike, while companies at the high end of the cost-savings
scale place technology
utilization in a range of
54% - 57%, depending on
type of user. There appears
to be a slight divergence
between typical and power
users in the early stages
of spend management
transformation, but the
gap closes as companies
gain maturity and move
progressively up the cost
savings performance scale.

Of course, utilization
of technology begins
with adoption and use. And while the study nds that
procurement technology adoption has big roles to play in
driving both stakeholder participation and compliance to
spend management initiatives, there are other reasons
to focus on promoting technology adoption, not least the
delivery of ROI on a corporations technology investments,
but also in terms of,
Identifying performance improvement opportunities,
Improving productivity,
Percent of total available SM technology being
used routinely by typical users and power users
20%
30%
40%
50%
60%
70%
80%
30%+ 21-30% 11-20% 5-10% <5%
Savings attributable to spend management as a % of total spending
Page 23 | 2011 Zycus Inc. All rights reserved
Automating nonvalue-adding work,
Managing and bidding more spend categories,
Making efcient markets that include more suppliers,
expand sourcing organizations geographic reach, and
so forth.

Overall, the study population scores procurement
technology adoption and use at just shy of 6 on a 0-10
scale, while companies in the lowest savings performance
tier score technology adoption and use between 4 and
5, and companies in the top savings tier score it at 7
(with spend analysis and contract management scoring
somewhat higher and all other procurement technology
solutions scoring somewhat lower).
But what are the key drivers of technology adoption and
use in business enterprises?
Of all the cultural change areas looked at in the study,
this one shows the least consensus among leaders around
which tactics are the most effective. So, for example,
monitor and report usage statistics is the most popular
tactic, but where 60% of top performers on the contract
compliance metric chose the same tactic as one of their
top three, only 36% of leaders on the technology adoption
metric do the same.
Perhaps one survey participant puts his nger on the
challenge when he writes in that: You need more than
three to work. Others point out that technology adoption
can be very much a function of internal cultural diversity.
For example, engineers, who are typically more tech savvy
may be more likely than other types of professionals to
adopt technology. Our issue is in the corporate cultures
are very different throughout our organization and
technology adoption is based on internal organizational
expectations, remarks one study participant.
If there is a thread running through the top ve tactics
for technology adoption and use, it is about balance. On
the one hand, it is about compelling adoption and giving
managers clear visibility into technology usership and
abilities to prompt usership where it may be lacking. On
the other hand, winning adoption and use appears to
be about implementing solutions that are intuitive and
easy to learn and use, and supporting those choices
with appropriate training and ongoing mentoring and
marketing.
The second most popular tactic offer strong workow
Total study
population
<5%
savings
5-10%
savings
11-20%
savings
21-30%
savings
30%-plus
savings
Spend analysis 5.9 4.3 5.9 5.9 6.8 7.3
eSourcing 5.2 4.4 5.0 5.5 6.1 6.6
eAuction 3.7 3.0 3.5 3.8 4.6 5.5
Contract mgmnt 5.9 4.2 5.4 6.0 7.1 7.3
eProcurement 5.6 4.1 5.2 5.9 6.7 6.6
EIPP 5.6 4.8 4.9 5.6 6.5 6.9
SPM 5.5 4.2 5.4 5.9 6.9 6.7
SIM 5.3 3.7 5.0 5.6 6.7 6.4
Overall 5.8 4.6 5.6 6.2 6.9 7.0
Tech adoption scores by savings tier
Page 24 | 2011 Zycus Inc. All rights reserved
36% 32% 31% 28% 23%
Monitor &
report usage
statistics
Offer strong
workow/
management
capabilities
Select easy/
intuitive
solutions
Compel
with
policy
Offer
extensive
training
management capabilities is the equivalent of saying
look for solutions that give us the power to keep
processes moving forward and to control how and when
people enter into and participate in spend management
processes.
Two other tactics came very close to making the top ve.
The rst is cultivate power users/mentors who can drive
usership both by example and real-time assistance for
people who are more reluctant or struggling to learn new
systems.
The second is ensure strong correlation between
technology and processes. In other words, select
solutions that have been developed with direct input
from real people executing real business processes and/
or which can be easily congured to automate existing
work processes (rather than asking processes to change
dramatically).
Of note is that the number three tactic of selecting
easy/intuitive solutions selected by 31% of the
top performers for technology adoption is not to
be confused with the much lower ranked tactic of
emphasizing simple functionality, selected by just 7% of
top performers.
The distinction is important, as the leaders are saying
that functionality should not be sacriced with the hope
of gaining adoption. Rather, the search for appropriate
solutions should simultaneously emphasize state-of-
the-art functionality and intuitive, easy-to-learn user
interfaces.
Forcing technology adoption and use as a matter of policy
comes as a surprise among the top ve most effective
tactics, but speaks to the difculty of winning technology
adoption, especially in organizations where technology
selections have proven to be poor ts.
As one study participant describes it:
For some technology elements, we
have 100% usage/compliance through
edict, but the functionality is poor.
What we really want is for existing and
new systems to be easy to use, employ
appropriate business processes, and
deliver measurable results.
Technology adoption & use scores by cost
savings performance tier
4.6
5.6
6.2
7.0
6.9
Savings attributable to spend management as a % of total spending
% of companies scoring 7 or higher (0-10 scale)
that cite the tactic among their most effective
Top performers top 5 tactics
: technology adoption |
Page 25 | 2011 Zycus Inc. All rights reserved
If stakeholder buy-in and support is a problem for your procurement organization (or you are just
starting out with spend management), it is denitely time to create and implement systematic
strategies for driving stakeholder participation, compliance, technology adoption, use, and
utilization. Summary recommendations to come out of the Zycus study include:
Monitor and report. This is a top-ve tactic in
three of the ve cultural transformation areas looked at
in the study. Look for technology solutions that present
strong capabilities for creating credible compliance and
technology-adoption metrics that can be used in employee
performance management systems and reported publicly
at appropriate management levels.
Implement policies. Compel with policy shows
up as a top-ve tactic among top performers in three of
the ve cultural transformation areas tested in the study.
While it may be tempting to avoid the work of obtaining
governance changes, those who are succeeding with
stakeholder buy-in clearly see this as a step worth taking
and one that goes hand-in-hand with the monitor and
report tactic (without which, policy can easily be seen as a
toothless tiger).
Market and sell. Communicating benets and
business case shows up as a top-ve tactic in four of the
ve cultural transformation areas looked at in the study.
Doing this well involves using rigorous spend analytics in
combination with credible compliance and other success
metrics such as cost savings to formulate, sell, and
continually market the benets of procurement-led spend
management to corporate populations.
Emphasize ease. The word easy appears among
top performers most effective tactics in all ve of the
cultural transformation areas looked at in the study. Make
sure the compliant way is the easiest way. Use technology
to make participation easy, and select technology that is
fully functional but easy to learn and use.
Emphasize consistent execution of well
designed, highly transparent, and fact-driven decision
making processes for all things spend management. This
is especially important for enterprises that prefer less
heavy handed approaches to spend management cultural
transformation, emphasizing voluntary versus compulsory
shifting of behaviors.
Promote and measure participation.
Unless you want to spend the next several decades
closely monitoring and frequently reporting on spend
management compliance, be sure to promote participation
in spend management activities at least as assiduously
as you focus on compelling compliance. Over time, a
corporate culture that participates routinely in spend
management decision making and supplier performance
management will not need to be measured closely for
compliance.
Invest in solutions Spend Analysis, SPM,
eSourcing, eProcurement and Contract Management
that directly support key tactics outlined in this
paper. In selecting solutions, emphasize: ability to
monitor behaviors and generate metrics; quality and
validity of information outputs; ease of learning and
use; state-of-the-art functionality; congurability to
existing work processes; accessibility (from anywhere,
anytime); powerful workow management, and ability
to enable discrete stakeholder participation. Create
specic strategies for driving technology adoption, use
and functional utilization. Use a combination of policy,
usage metrics, ease of use, usefulness to existing work
management processes, and adequate training to produce
desired results.
Integrate. The study shows clearly that companies
achieving the most signicant results for spend-
management cultural transformation use multiple tactics
and solutions in concert with one another. Integrated
technology suites where functional solutions are designed
to work together, hand off information easily, and
minimize data permutations, offer the best opportunities
for generating accurate, consistent, credible performance
objectives, metrics, and actionable visibility into enterprise
spending behaviors.
Recommendations
Page 26 | 2011 Zycus Inc. All rights reserved
Study demographics
>$2 billion: 44%
$1-2 billion: 12%
$500 mil to
$1 bil: 14%
<$500 mil: 21%
Dont know or
private: 9%
Enterprise size by annual revenue
Enterprise mandate for
spend management?
Yes: 70%
No: 22%
N/A: 8%
Geography
North America: 89%
EMEA: 9%
Other: 2%
Job title
Exec/VP/CPO: 9%
Director: 21%
Manager/spend category manager: 42%
Agent/buyer: 23%
Other: 5%
The study questionnaire was deployed online through
a variety of channels; there was an incentive to
participate, and participants were asked to self qualify
for the study on the basis of being actively working in
the procurement and supply management professions.
Data presented in this paper are based on completed
studies; however, participants were given an option to
opt out of questions that were not directly applicable to
their organizations, so sample sizes vary for different
data points presented. Demographic breakdowns for
total survey sample are shown on this page.
0%
10%
20%
30%
40%
Global
best-in-class
Just
starting
Spend management maturity
assessment 1-5 scale
6%
16%
38%
29%
11%
Page 27 | 2011 Zycus Inc. All rights reserved
About Zycus
At Zycus we are 100% dedicated to positioning procurement at the heart of business performance. For more than a
decade we have been the worlds most trusted leader in Spend Analysis. With our spirit of innovation and a passion to
help procurement create even greater business advantages, we have evolved our portfolio to a full suite of Procurement
Performance Solutions Spend Analysis, e-Sourcing, Contract Management, Supplier Management, and Financial
Savings Management. Behind every Zycus solution stands an organization that possesses deep, detailed procurement
expertise and a sharp focus on being responsive to customers. We are a large 600+ and growing company with a
physical presence in virtually every major region of the globe. We see each customer as a partner in innovation and
no client is too small to deserve our attention. With more than 200 solution deployments among Global 1000 clients,
we search the world continually for procurement practices proven to drive competitive business performance. We
incorporate these practices into easy-to-use solutions that give procurement teams the power to get moving quickly
from any point of departure and to continue innovating and pushing business and procurement performance to
new heights.
Mumbai
+91 22 66407676
Frankfurt
+49 69 27 4015 251
London
+44 750 667 6769
Paris
+33 1 393 58023
Princeton
+1 609 799 5664
Washington DC
+1 540 341 7676
Atlanta
+1 706 870 1480
Dallas
+1 972 618 1234
Los Angeles
+1 714 274 9691
Chicago
+1 847 686 3990
EUROPE
EPJ Business Center, Suite #418
Mainzer Landstrasse, 27-31
60329 Frankfurt am Main, Germany
Tel : +49 (0) 69 27 4015 251
Fax : +49 (0) 69 27 4015 111
NORTH AMERICA
103 Carnegie Center
Suite 117
Princeton, NJ 08540
Tel : +1 609 799 5664
Fax : +1 609 799 6047
ASIA PACIFIC
Zycus Infotech Pvt. Ltd.
Plot No. GJ 07, Seepz++, Seepz SEZ
Andheri (East), Mumbai India 400 072
Tel : +91 22 66407676
Fax : +91 22 26850580