There are some fundamental dissimilarities among traditional and agile procurement:

By selecting and implementing innovative procurement methods different from those previously used, previous goals are achieved. Price pressure and development prospects in the vendor market are taken into account, and only then can cooperation with vendors be initiated.

This approach to procurement seeks to match the organizations’ interests and the interests of vendors and takes into account factors such as efficiency, pace and economy.

According to a recent observation, when using Agile, organizations tend to be in the upper quartile of organizational wellness at 70 percent, in fact this is the number one factor over a long period. Agile is favorable to potential transformational change and offers the capabilities to track the dynamics of a given project.

Reasons why you might want to look
into agile procurement advisory

The application of Agile in procurement brings about an open organizational framework that prioritizes competency over employment history, embraces an open flow of info and dialogue, and applies flexible distribution of resources by engaging staff who can quickly realign and rapidly respond to change.

A number of things are considered when working in an agile system, as universal options no longer work in a fast-moving world. Such factors include the requirements of the project, the organization’s willingness to take risks and the consistency of contract execution. However, one thing that stays constant in both traditional and agile organizations is the orientation to work collaboratively with the client rather than negotiate the contract.

Businesses that have successfully implemented agile have noticed significant transformations in their business because they have a better understanding of the dynamics of shifting circumstances and priorities, develop decisions with adaptation in mind, and escape the crises that often occur in a traditional organizational structure. Implementing agile is a multiphase and ambitious process. It serves as a way of progress even in the face of an uncertain future.

TRADITIONAL Procurement System:

  • Standard supplies are assumed;
  • Numerous documents have to be prepared;
  • A detailed project plan is required;
  • The PM and the enterprise do not form a specific procurement department;
  • Negotiations can be difficult and frustrating at times, negatively affecting the relations between purchasers and salesmen;
  • Changing vendors after a project start is problematic, as the new vendor must first familiarize himself with the status of the previous vendor before he can get to work;
  • Particular attention is paid to requirements, and parameters such as reconciliation of documentation and results are used to determine success.
Procurement System:
1 Organizations
Best advantage

Organizations today work under conditions that demand their opportunity to adapt to the modifications and use the abilities to their best advantage. This is what “agile” procurement is designed to be a catalyst for such adaptability.

2 Prospective
Saving organizations money

They comprise prospective, cooperative, data-oriented and results-oriented employees. In this case, it is a way of procuring off-the-shelf decisions from potentially available vendors, instead of a single decision, saving organizations money.

3 Adopting
Adapt to the modifications

By adopting an agile model, certain decisions can be made that focus on resolving perceived issues and help the supplier and customer relationships to remain friendly. Our team of digital business transformation experts provides to work with on an IT project.


Agile procurement system:

  • Grounded on functional analysis towards the finish of every phase, instead of standard deliveries;
  • The task manager facilitates the procurement of goods once the items to be procured have been determined. For example, in an ERP process, like SAP, the executive manager, who needs new machinery for production, submits a query to the procurement department. The procurement department, for its part, agrees with the financial department in order to obtain finances for the machinery procurement. Accordingly, the complete process is split into a number of other steps that have to be taken to procure the new machinery;
  • The procurement process is partitioned into stages. The procurement department strives to keep a good relationship and cooperation among the participants from the very beginning of the procurement procedure;
  • Projects are split into phases, allowing for a change of vendor at the end of the phase in the most cost-effective way possible;
  • Determine their success in terms of functionality.

Both traditional and agile project management staff aim for vendor success in the end.