Let procurement drive your innovation in this age of industry 4.0
IoT & Industry 4.0

Procurement 4.0 – Purchasers as Innovation Scouts

| | Product Manager software applications/services electronic business data exchange, SEEBURGER
Procurement looks quite different in an industry 4.0 age

Did you know that procurement processes have a particularly important role in a company’s digital transformation to an industry 4.0 organisation? However, for their digital transformation to be successful and for ‛procurement 4.0’ to reach its full potential as an innovation driver, prompting cost and efficiency savings and opening up new opportunities for the company, the value creation chains behind it – both vertical and horizontal – need to be digitalised end to end. This article discusses what that looks like and the many advantages to be gained from digitalising your company’s procurement.

Digitalisation makes life easier. It’s a sweeping statement, but for procurement, it’s really on the money. Real-time communication, transparent supply chains, just-in-time and just-in-sequence delivery for production, and the ability to fully customise an individual product are all ways in which your horizontal value chain benefits from digitalisation. However, these require processes to be digitalised end-to-end and closely networked ecosystems. Procurement is right at the centre of the horizontal value chain, and is your gateway to digital data along the chain which, if used well, can give you and your customers even greater value.

The processes within a company covering everything from initial customer contact through product development and procurement to accounting and tax auditing, are referred to as a vertical value chain. The more digital and automated these processes are, the more beneficial to your company, not least because procurement can also draw on this mass of data.

Essentially, digital transformation is all about networking and automation. This even goes as far as the smart tech and objects also networked into your systems as part of industry 4.0 and IoT. While every area within an organisation is affected to a similar extent by the internal networking and automation of a vertical value chain, procurement also has a central function on a company’s horizontal value chain, dealing with external trading partners and others.

Procurement’s position within horizontal and vertical value chains
Figure 1: Procurement’s position within horizontal and vertical value chains.

Procurement has a valuable position in the value chain – use it.

Procurement’s central role on the horizontal value chain is the key to further innovation and progress in the company. However, it is digitalisation which actually lets you open the door. These days, the knowledge you need to let you improve your products and processes is available to anyone along a value chain – often in real time. This not only means that anyone along the chain is a potential source of great ideas to improve, but also prompts everyone to have high demands on the quality of the products, services or processes in question. These need to be recognized, taken up and adopted by a company as quickly as possible. The winners in this constant race for market share and customer satisfaction are whichever businesses can adapt most quickly to changing demands and circumstances as well as exploiting new opportunities to improve. Procurement is in the midst of the action, that point at which the horizontal and vertical value chains interact.

Procurement as a driver of innovation

A fully digital procurement process, ‛procurement 4.0’, if you will, is therefore increasingly called upon to play an active role in redesigning products, processes and forms of collaboration – both between companies and organizations and within the supply chains themselves. Indeed, it may be expected to initiate a redesign. Furthermore, in order to keep up with what their customers want – today and in the future – a company’s procurement department may need to revise which suppliers they use based on who best meets certain technical or legal requirements. In order to use digitally-supported production processes, whether serial or highly customised, you will need to search out and ‛train up’ partners who are no stranger to innovation, or even disruption. Indeed, the pace of change is so quick that the products and services the procurement department need to procure also regularly change. The procurement department needs to be able to react quickly to these ever shorter product life cycles and extremely dynamic market conditions.

In this 4th industrial age, purchasers need to become innovation scouts. Purchasers as drivers of innovation? Yes, you read that right. It is inconceivable that innovation meetings are still generally held without drawing on the first-hand experience that the procurement department – at the intersection of the horizontal and vertical value chains – can offer. On the one hand, they have useful input to drive innovation from their communication with external partners such as suppliers and logistics partners. However, if there is regular communication between the procurement department and the R&D department, purchasers can also sound out new suppliers for their suitability for future innovations. This, incidentally, can reduce the workload in the research and development department, not least because they can concentrate on their core competencies and outsource certain aspects of the R&D to specialist partners. It also significantly increases the competitiveness of the company as a whole by providing access to the latest technologies on the market, but also by the ability to outsource entire steps in an R&D process. There are several specialist technology firms on the market these days where a company can purchase individual services and solutions for developing their products and processes.

Research on innovation management by procurement, carried out by the Fraunhofer Institut and Ernst & Young[1], shows that 20 to 40 percent of innovation is already being generated by suppliers on behalf of another company, regardless of the innovative strength within the original company.

The ratio of bought-in innovation vs in-house innovation for the companies surveyed
Figure 2: The ratio of bought-in innovation vs in-house innovation for the companies surveyed.

How digitalised procurement processes help you benefit from your supplier relationships

Even now, innovation in products and production technology is often being supplied by external companies. However, this innovation rarely touches on a company’s business processes. These are, of course, organisational systems which can really only be improved from within the company. However, you may find that suppliers can inspire ideas on areas such as production systems, remote maintenance and effectively managing spare parts, which you could use to improve business efficiency in your own organisation.

How often companies adopt new ideas which have been inspired by their suppliers
Figure 3: How often companies adopt new ideas which have been inspired by their suppliers[2]
Due to its key position within the horizontal value chain, procurement is able to introduce innovation and new technologies into a company, helping it to successfully master the fourth industrial revolution. However, this assumes that procurement occupies a strong position within the company and the horizontal and vertical value chains.

In order for procurement to become an active mediator in value creation, a company often needs to start thinking differently. Strategy planning needs to consider procurement. Equally, work needs to be done on adapting the methods and processes by which R&D, purchasers ad suppliers interact. The research cited above on innovation management by procurement also names a range of further aspects which a company needs to consider how to support and promote strategic procurement:

What do companies with innovative products need?
Figure 4: What do companies with innovative products need?[3]

Procurement has a bright, digital future

Procurement is still somewhat stuck in a balancing act between the traditional and digital world. A recent survey by a procurement management group found that manual activities account for 60 to 80 percent of the workload in a procurement department.[4] Paper pushing and non-digitised documents are still very much part of everyday life and the bright future of a fully digitalised and automated ‛procurement 4.0’ is still pretty distant. There are, however, so many technologies available, such as OCR, EDI, API, MFT, and supplier portals, which can digitalise the traditional paper pushing and significantly reduce the workload in communicating with suppliers. This frees up time to work on strategy instead. Equally, the growing use of cloud services relieves the pressure on other departments, not least the IT department. This gives them more time to concentrate on their main competencies and other tasks. The following procurement tasks are particularly suitable for automating:

  • communicating and approving items needed
  • getting quotations
  • approving and sending an order
  • automatically capturing, checking, and verifying an order confirmation
  • automatically capturing, checking, and verifying a delivery slip
  • automatically capturing, checking, and verifying a supplier’s invoice
  • exchanging and processing accompanying documents to the above (proof of work, certificates, …)

However, the Fraunhofer survey cited above paints a sobering picture of the current reality in today’s companies.  With the notable exceptions of the retail and automotive industries, fewer than 10% of suppliers are digitally networked. However, digitally connected suppliers are essential for industry 4.0 and thus for procurement 4.0.

The advantages of procurement 4.0

The types of tasks in the day to day operations of a procurement department can be nearly completely digitalised. They don’t need to be done manually by an employee – there’s technology for that! To this end, industry 4.0 lets the purchaser of old concentrate on strategy, focussing on:

  • buying cost and time effectively
  • securing innovation capacity
  • managing and mitigating the challenges of globalisation
  • reducing risk in procurement and the supply chain to a minimum
  • calculating (raw) material needs in the short, medium and long term
  • calculating the ideal time to buy a product or raw material
  • ensuring a steady supply of materials and components for production
  • optimising warehousing needs (through determining transport conditions, production time, etc)
  • monitoring the market and the company’s position within it, while working on strategies to improve

Make your company more efficient today!

When would you like to start digitally transforming your procurement processes and benefitting from the time and costs savings automation brings? You’ll need to start by networking along your horizontal and vertical value chains. Contact us to discover how the SEEBURGER Business Integration Suite and our SEEBURGER cloud services take the hard work out of networking – in house and far beyond.


[1] Cf. Studie_InnovationsmanagementEinkauftcm361-62167.pdf (fraunhofer.de) [Study – Managing Innovation via Purchasing](accessed 5th November 2021).

[2] Based on: Studie_InnovationsmanagementEinkauftcm361-62167.pdf (fraunhofer.de) [Study – Managing Innovation via Purchasing][accessed on 8th Dec 2021]

[3] Based on: Studie_InnovationsmanagementEinkauftcm361-62167.pdf (fraunhofer.de) [Study – Managing Innovation via Purchasing]

[4] Cf. Einkauf 4.0 – Eine kritische Bestandsaufnahme – FRITZ Führungskreise [Procurement 4.0 – a critical inventory](accessed on 5th November 2021).

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Rolf Wessel

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Rolf Wessel has been product manager at SEEBURGER AG for software applications and services for electronic business data exchange since 2010. His focus is on solutions for SAP, electronic invoicing (e-invoicing) and innovations for the digitalization of business and technical business processes. The Forum elektronische Rechnung Deutschland (FeRD) appointed Rolf Wessel as an expert. As project manager at the United Nations Centre for Trade Facilitation and Electronic Business (UN/CEFACT), he develops international trade facilitation and establishes standards for electronic business processes. Furthermore, he represents the German delegation of the FeRD at the Franco-German workshop with the Forum National de la Facture Electronique (FNFE) and thus supports the government initiative for international standardization and harmonization of e-invoicing processes. He is a member of the working committee "Electronic Business" at the German Institute for Standardization. (DIN) and Association for Electronic Invoicing (VeR). Rolf Wessel graduated in business informatics (FH) with a focus on financial management and production planning. After working in the electrical, financial, consumer goods, software and mineral oil industries, he had been a systems analyst and IT project manager in the retail and logistics sector from 2003 to 2010.