Only 15% of companies are already coordinating their strategic goals across departments, and 68% are not aware of the satisfaction of their stakeholders or do not regularly ask them.
Many companies are facing a well-known but often underestimated problem. Strategic purchasing decisions are made, but when implemented, they are often ineffective. The latest maturity analysis “Einkaufsagenda 2025” by amc, published on Beschaffung Aktuell, makes this grievance clear. While internal communication within purchasing departments is now working well, there is a lack of cross-divisional dialogue with stakeholders. Only 15% of companies are already coordinating their strategic goals across departments, and 68% are not aware of the satisfaction of their stakeholders or do not regularly ask them.
The result: Strategies often remain in the PowerPoint stage, purchasing departments act in isolation and are unable to develop their actual value as a strategic partner. Another problem is that 94% of companies are not yet consistently implementing the planned measures and 40% have no clear idea of the future role of purchasing. Smaller organizations in particular operate primarily operationally, while the top companies show with clear objectives and key figures how strategically integrated purchasing can work.
For operational purchasing, this means that employees are stuck in administrative processes, invest time in approvals, supplier maintenance and audit, and have little room to think strategically, improve processes or actively involve stakeholders. Decisions fizzle out, potential remains unused, and purchasing is perceived as an isolated function.
This is where Pedlar comes in. Our 1-Creditor Model ensures that the administrative effort for one-time requirements is drastically reduced. Instead of maintaining each supplier individually and checking every order manually, Pedlar bundles everything through us as a single central creditor. This creates transparency, minimizes process costs and gives purchasing freedom again for strategic tasks.
This relief enables purchasing to actively shape communication and cooperation with stakeholders, reconcile expectations, develop cross-divisional objectives and systematically measure progress.
In this way, purchasing can finally take on the role of a true strategic partner. Measures become visible, decisions have an effect, and the connection between purchasing and business areas is strengthened. Pedlar supplements digital tools and platforms with the human component and process-driven support. A combination that sustainably increases the level of strategic maturity.
The results of the “Einkaufsagenda 2025” clearly show that anyone who wants to strategically orient purchasing must not rely on isolated tools or PowerPoint presentations. Communication, transparency and consistent implementation are crucial. Pedlar helps companies do just that by simplifying processes, creating capacity for strategy and positioning purchasing as an indispensable partner.
For more details and full analysis, visit the original source at Beschaffung Aktuell.
