• Define scope and goals: Refresh assessment priorities and mobilize the team 
• Engage key stakeholders: Procurement, finance, legal, operations, and IT 
• Prepare assessment tools: Align on the tools and templates for information gathering 

To build a holistic view, conduct interviews and gather data across several core dimensions: Structure, Policy, People, Process, and Technology. These insights form the backbone of the maturity model and ensure the transformation roadmap is grounded in reality.  

Key questions to explore: 

• Is the procurement team’s structure centralized, decentralized, or center-led? 
• How does procurement collaborate with functions like finance and legal? 
• What are the team’s capabilities in sourcing, category management, and supplier collaboration? 
• How are skills and knowledge distributed across the team? 
• Is there clear visibility into spend categories and supplier relationships? 

Key areas to assess:

• Are procurement processes standardized and well-documented? 
• How consistent are these processes across business units? 
• What level of compliance exists with procurement policy? 
• How effectively are transactional processes (POs, invoicing) managed? 
• What is the maturity of stakeholder engagement across departments? 

Focus areas include: 

• How automated are procurement workflows? 
• What is the state of data integration across systems? 
• Is the current technology landscape fit-for-purpose? 
• How robust are analytics and reporting capabilities? 

With data collected, Week 3 focuses on translating inputs into clear insights. Each procurement dimension — Structure, Policy, People, Process, and Technology — is assessed using a standardized maturity model. The outputs of this phase include: 

• Dimension-Level Scoring: Maturity is evaluated across all five dimensions using defined criteria that reflect industry best practices. This creates a consistent, objective view of where the organization stands today.
• Narrative Summaries: Each score is supported by qualitative context and representative examples, offering leadership a clear understanding of the rationale behind the ratings. 
• Gap and Benchmark Analysis: Current capabilities are compared against leading practices and maturity targets aligned with strategic goals. This highlights both areas of strength and opportunities for development.
• Emerging Themes for Prioritization: Initial themes begin to take shape, pointing to improvement areas that offer the greatest potential value or require urgent attention. 

All findings are compiled into a maturity baseline report, which serves as the foundation for decision-making in the final phase of the assessment.

The final week focuses on converting assessment insights into actions. This phase includes the development of clear recommendations and a high-level roadmap that reflects business goals, resource realities, and transformation readiness. 

• Executive Summary and Key Findings Presentation: A concise synthesis of the assessment results, designed to facilitate understanding and alignment among both procurement and executive leadership. 
• Improvement Opportunity Matrix: A visual tool that maps capability gaps against potential value and implementation feasibility, helping stakeholders distinguish between quick wins, foundational fixes, and long-term enhancements. 
• Target-State Recommendations: Based on maturity findings, specific improvement actions are proposed — ranging from process standardization and organizational adjustments to technology enhancements and capability development. 
• Roadmap Outline: A staged transformation view that identifies priority initiatives, estimated timelines, and interdependencies. This helps ensure that sequencing, governance, and resourcing are aligned with the organization’s broader objectives.