Broken Links: Is procurement collaborating or stagnating? In the ever-evolving world of procurement, collaboration is the key to success. By working closely with suppliers and teams outside of procurement, we can gain a competitive edge, adapt to new ESG requirements, navigate constant disruptions, accelerate our time-to-market, reduce overhead costs to outmanoeuvre recession risks, and assure supply for customer satisfaction. Despite the daily challenges we face, our future looks bright when collaboration is our secret weapon.The purpose of this survey is to gain a deeper understanding of your collaborative relationships with suppliers and your internal stakeholders as procurement professionals. Why are we conducting this research now? With new technology, major supply shocks, higher expectations, complex regulations, and increased pressure and scrutiny, collaborating with these parties to tackle these challenges has become essential. To provide you with the information you need to seize the opportunities in collaboration, we must first understand the current state of your relationships.This survey should take only 10 minutes to complete.For every response submitted, Procurious will donate US$10 to Save the Children to support their mission to keep children safe, healthy, and learning. Question Title * 1. What are your procurement team’s top priorities for the next 12 months? (pick your top 3) Supply chain resilience Cost containment Managing geopolitical instability Sustainability and ESG Digital transformation Talent/Workforce issues Supply chain reconfiguration Regulatory compliance Revenue growth Working capital management Cashflow improvement Other (please specify) Question Title * 2. Which priority are you collaborating on most closely with the following stakeholders right now? Supply chain resilience and disruptions Cost containment Managing geopolitical instability Sustainability and ESG Digital transformation Talent/Workforce issues Supply chain reconfiguration Regulatory compliance Revenue growth Reducing working capital Improving cashflow Suppliers Suppliers Supply chain resilience and disruptions Suppliers Cost containment Suppliers Managing geopolitical instability Suppliers Sustainability and ESG Suppliers Digital transformation Suppliers Talent/Workforce issues Suppliers Supply chain reconfiguration Suppliers Regulatory compliance Suppliers Revenue growth Suppliers Reducing working capital Suppliers Improving cashflow Compliance/Risk Team Compliance/Risk Team Supply chain resilience and disruptions Compliance/Risk Team Cost containment Compliance/Risk Team Managing geopolitical instability Compliance/Risk Team Sustainability and ESG Compliance/Risk Team Digital transformation Compliance/Risk Team Talent/Workforce issues Compliance/Risk Team Supply chain reconfiguration Compliance/Risk Team Regulatory compliance Compliance/Risk Team Revenue growth Compliance/Risk Team Reducing working capital Compliance/Risk Team Improving cashflow Finance Team Finance Team Supply chain resilience and disruptions Finance Team Cost containment Finance Team Managing geopolitical instability Finance Team Sustainability and ESG Finance Team Digital transformation Finance Team Talent/Workforce issues Finance Team Supply chain reconfiguration Finance Team Regulatory compliance Finance Team Revenue growth Finance Team Reducing working capital Finance Team Improving cashflow Chief Operating Officer Chief Operating Officer Supply chain resilience and disruptions Chief Operating Officer Cost containment Chief Operating Officer Managing geopolitical instability Chief Operating Officer Sustainability and ESG Chief Operating Officer Digital transformation Chief Operating Officer Talent/Workforce issues Chief Operating Officer Supply chain reconfiguration Chief Operating Officer Regulatory compliance Chief Operating Officer Revenue growth Chief Operating Officer Reducing working capital Chief Operating Officer Improving cashflow Chief Supply Chain Officer Chief Supply Chain Officer Supply chain resilience and disruptions Chief Supply Chain Officer Cost containment Chief Supply Chain Officer Managing geopolitical instability Chief Supply Chain Officer Sustainability and ESG Chief Supply Chain Officer Digital transformation Chief Supply Chain Officer Talent/Workforce issues Chief Supply Chain Officer Supply chain reconfiguration Chief Supply Chain Officer Regulatory compliance Chief Supply Chain Officer Revenue growth Chief Supply Chain Officer Reducing working capital Chief Supply Chain Officer Improving cashflow Question Title * 3. How much visibility do you have into the business priorities of the following stakeholders? We have complete visibility We have moderate visibility We have minimal visibility We have no visibility Suppliers Suppliers We have complete visibility Suppliers We have moderate visibility Suppliers We have minimal visibility Suppliers We have no visibility Compliance/Risk Team Compliance/Risk Team We have complete visibility Compliance/Risk Team We have moderate visibility Compliance/Risk Team We have minimal visibility Compliance/Risk Team We have no visibility Finance Team Finance Team We have complete visibility Finance Team We have moderate visibility Finance Team We have minimal visibility Finance Team We have no visibility Chief Operating Officer Chief Operating Officer We have complete visibility Chief Operating Officer We have moderate visibility Chief Operating Officer We have minimal visibility Chief Operating Officer We have no visibility Chief Supply Chain Officer Chief Supply Chain Officer We have complete visibility Chief Supply Chain Officer We have moderate visibility Chief Supply Chain Officer We have minimal visibility Chief Supply Chain Officer We have no visibility Question Title * 4. How has your procurement team’s working relationship with the following stakeholders evolved since the pandemic? Our relationship has improved Our relationship has stayed the same Our relationship has worsened Tier-1 Suppliers Tier-1 Suppliers Our relationship has improved Tier-1 Suppliers Our relationship has stayed the same Tier-1 Suppliers Our relationship has worsened Tier-2 and 3 suppliers Tier-2 and 3 suppliers Our relationship has improved Tier-2 and 3 suppliers Our relationship has stayed the same Tier-2 and 3 suppliers Our relationship has worsened Chief Finance Officer Chief Finance Officer Our relationship has improved Chief Finance Officer Our relationship has stayed the same Chief Finance Officer Our relationship has worsened Chief Risk Officer Chief Risk Officer Our relationship has improved Chief Risk Officer Our relationship has stayed the same Chief Risk Officer Our relationship has worsened Chief Sustainability Officer Chief Sustainability Officer Our relationship has improved Chief Sustainability Officer Our relationship has stayed the same Chief Sustainability Officer Our relationship has worsened Chief Operating Officer Chief Operating Officer Our relationship has improved Chief Operating Officer Our relationship has stayed the same Chief Operating Officer Our relationship has worsened Question Title * 5. Which area of your business is most negatively affected by poor supplier collaboration? Financial performance Supply chain risk and continuity Supplier innovation Compliance and regulations ESG and sustainability Tech adoption and digitization Operational efficiency Employee engagement Growth Manufacturing Quality Assurance Question Title * 6. Could you have prevented any of the following negative outcomes with better collaboration and information-sharing with your suppliers? (select all that apply) Revenue miss or decline Profitability miss or decline Product quality issues Material or component shortages Product shortages and delays Inventory obsolescence/too much inventory Falling out of regulatory compliance Brand reputational damage due to poor supply chain or sustainability practices Decrease in customer satisfaction Delays in paying invoices Delayed or incorrect orders Working capital or cashflow management issues We did not experience any of these outcomes / I’m not sure Question Title * 7. Could you have prevented any of the following negative outcomes with better collaboration and information-sharing inside your organization? (select all that apply) Revenue miss or decline Profitability miss or decline Product quality issues Product shortages and delays Material or component shortages Product shortages and delays Falling out of regulatory compliance Brand reputational damage due to poor supply chain or sustainability practices Decrease in customer satisfaction Delays in paying invoices Delayed or incorrect orders Working capital or cashflow management issues We did not experience any of these outcomes / I’m not sure Question Title * 8. Do you see generative AI as an enabler or roadblock to increasing stakeholder collaboration? Enabler Roadblock I’m not sure yet Question Title * 9. What are the top three roadblocks to collaborating more effectively and efficiently with your suppliers? (pick 3) Lack of shared goals and vision Poor information sharing Poor or non-existent collaboration tools Technology silos Capacity and team constraints We don’t have a culture of supplier collaboration Lack of technology or tech knowledge of suppliers Resistance from suppliers/lack of adoption Difficulty to onboard all of our suppliers Question Title * 10. What business outcome enhanced supplier collaboration drive? (select all that apply) Better cost outcomes for both buyer/supplier Product innovation Product quality Product sustainability Product availability Increased revenue/profitability Question Title * 11. How do you currently engage with your suppliers? (select all that apply) With all suppliers With some suppliers Through supplier portals or digital platforms Through supplier portals or digital platforms With all suppliers Through supplier portals or digital platforms With some suppliers With e-procurement systems With e-procurement systems With all suppliers With e-procurement systems With some suppliers Email communication Email communication With all suppliers Email communication With some suppliers Phone calls Phone calls With all suppliers Phone calls With some suppliers Video conferences Video conferences With all suppliers Video conferences With some suppliers Fax Fax With all suppliers Fax With some suppliers EDI EDI With all suppliers EDI With some suppliers Teams/Slack, etc. Teams/Slack, etc. With all suppliers Teams/Slack, etc. With some suppliers Supplier site visits Supplier site visits With all suppliers Supplier site visits With some suppliers Other (please specify) Question Title * 12. How do you encourage your suppliers to interact digitally? (select all that apply) Offering user-friendly/self-service digital platforms Providing discounts or other financial incentives Offering training and support Establishing clear communication channels Mandating it as a requirement for doing business Question Title * 13. When engaging with your suppliers, what percentage of your processes are digital? Our processes are 100% manual Our processes are mostly manual with some digital Our processes are equally manual and digital Our processes are mostly digital with some manual Our processes are 100% digital Question Title * 14. What information do you collect from suppliers? (select all that apply) Basic supplier information (company name, address, contact details, etc.) Financial information (financial statements, bank references and credit history, insurance coverage details, etc.) Operational capabilities (production capacity and capabilities, quality certifications and compliance, inventory management practices and capabilities, etc.) Performance history (delivery reliability, lead times, quality performance, customer references, etc.) Compliance and risk management (compliance with legal and regulatory requirements, risk management practices related to supply chain resilience and business continuity, etc.) Ethical and sustainability practices (policies and practices related to ethical sourcing, CSR, sustainability initiative, certifications or audits related to sustainability, etc.) Business continuity and contingency plans (plans for managing disruptions in supply and contingency plans for maintaining operations and fulfilling obligations during crises) Feedback and improvement suggestions (supplier feedback on procurement processes, collaboration and communication, suggestions for improving efficiency, reducing costs, etc.) Question Title * 15. How do you onboard new suppliers? Online training and introduction to our business process and policies Provide documentation and resources, but no training Work with third party/service providers to enable and onboard suppliers through a formal outreach process Ad-hoc/there is no official process Other (please specify) Question Title * 16. What best describes the level of your role today? CEO or President C-suite executive Vice president Director / Manager Specialist or coordinator Consultant Question Title * 17. What best describes the revenue of your organization? Less than $250M Between $250M and $500M Between $500M and $1B Between $1B and $5B Between $5B and $10B More than $10B Question Title * 18. Where is your organization’s business primarily concentrated? Africa Asia Pacific Central America Europe North America South America Question Title * 19. Are you a Procurious member? Yes No Question Title * 20. Please provide your email to receive a link to the final report. Done