Degree

Master of Business Administration Executive

Faculty / School

School of Business Studies (SBS)

Year of Award

2025

Advisor/Supervisor

Mr. Faisal Jalal, Adjunct Faculty, Department of Marketing

Project Type

MBA Executive Research Project

Access Type

Restricted Access

Keywords

Procurement maturity, strategic sourcing, procurement transformation

Executive Summary

This report presents a structured approach to assessing and enhancing the maturity of Company’s Procurement Function (PF), established in 2021 to consolidate procurement operations across its diversified subsidiaries. Despite initial successes in centralizing around 60% of spend, PF lacked a unified framework to evaluate its maturity, align stakeholder expectations, and strategically guide its evolution.

To address this gap, comprehensive diagnostic was conducted, beginning with a contextual understanding of Company’s procurement landscape, followed by benchmarking six global procurement maturity models. The Foreign Conglomerate Procurement Maturity Model was selected for adaptation, given its practical relevance to Company’s multi-entity, capital-intensive environment.

Using stakeholder interviews, focus groups, and internal documentation, PF’s maturity was assessed across six dimensions: Strategy & Organization, Category & Contract Management, Supplier Management, Source-to-Contract Processes, Information & Performance Management, and Talent Development. The assessment revealed that PF currently operates between the "Awareness" and "Understanding" phases, with an overall average maturity score of 1.2 (on a 0–4 scale). Key gaps include limited automation, fragmented supplier oversight, and inconsistent governance practices.Based on this diagnostic, the team developed a 3-year transformation roadmap comprising 20+ targeted initiatives grouped under five strategic themes: Process Excellence & Governance, Technology Empowerment, Stakeholder Management, Strategic Partnerships, and Talent Development. Notable initiatives include procure-to-pay lifecycle automation, unified supplier performance frameworks, procurement data lakes, competency-based training programs, and localized sourcing strategies. Implementation challenges—such as digital readiness disparities and change resistance—were acknowledged, with recommendations for phased rollouts, change champions, and continuous performance monitoring to ensure sustained progress.

Ultimately, the study provides Company PF with a tailored, actionable maturity roadmap rooted in both global best practices and local organizational realities, positioning it as a strategic enabler of value, resilience, and operational excellence across the Company group.

Pages

X, 54

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Available for download on Friday, October 22, 2027

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