Why maturity alone isn't enough
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Organisations at the same procurement maturity stage often perform very differently
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Maturity models shows where procurement broadly sits, but not how well it is working
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Many procurement functions stall because capability, governance, and investment become misaligned with business need
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The real risk is not being at the "wrong" stage - it is misalignment within the stage as the organisation grows, changes or scales
Excellence is not about moving up the maturity ladder - it is about being fit for purpose
Leadership realities we see repeatedly
As organisations grow, leaders often sense that procurement is working - but not working as it should
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"Why does procurement still feel reactive and harder than it should be?"
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"We're saving money - so why does procurement still feel risky?"
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"We have a procurement strategy - why isn't it landing?"
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"Have we over-engineered procurement and slowed ourselves down?"
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"How do we sustain high performance without losing agility?
These are not capability failures. They are signals of misalignment between maturity, ambition, and operating reality
This is where ADEPT comes in
What ADEPT examines
ADEPT evaluates procurement through five critical lenses - regardless of maturity stage. It reveals where value is constrained, why leadership friction persists, and what excellence should look like for your organisation
Alignment
Strategic coherence between organisational objectives, leadership priorities, procurement capability, and resourcing.
Procurement activity is aligned to where the business is going — not just where it has been.
Direction
Clear strategic intent, governance, and decision frameworks that guide procurement activity.
There is shared understanding of what procurement is meant to deliver, now and in the future.
Enablement
The right tools, systems, capability, and ways of working to support effective decision-making and collaboration.
Teams are equipped to deliver value without unnecessary friction or dependency.
Performance
Consistent delivery of outcomes through effective execution and operational discipline.
Value is realised in practice, not just defined in strategy.
Transparency
Clear visibility of activity, risk, performance, and outcomes through meaningful insight and reporting.
Leaders have confidence in decisions because they can see and understand what is happening.
How excellence differs by stage
There is no single definition of procurement excellence.
Excellence looks different at each maturity stage and is shaped by organisational strategy, risk appetite, scale, and ambition. In practice, many organisations exhibit different maturity characteristics across Alignment, Direction, Enablement, Performance, and Transparency.
ADEPT helps leaders understand whether those differences are intentional and value-adding — or creating friction and risk.
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Excellence is not reserved for the highest maturity stage
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What "good" looks like at Tactical or Cost-Focused maturity is different from what is appropriate at Integrated or Excellence
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Over-engineering procurement too early creates friction, slows decisions, and reduces agility
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Under-engineering procurement too late increases risk, cost leakage, and leadership frustration
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ADEPT defines excellence as proportional, contextual, and organisation-specific - not generic bet practice
The goal is not more procurement - it is the right procurement
What leaders get from ADEPT
Leaders use ADEPT to gain clarity and confidence, not just insight
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A clear view of where procurement sits within its maturity stage
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Identification of misalignment across strategy, capability, performance, and insight
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A definition of procurement excellence tailored to your organisation
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A prioritised, realistic roadmap focused on value — not activity
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A strong basis for leadership decisions about investment, change, and risk
ADEPT helps leaders answer one critical question:
Is procurement helping us move forward - or quietly holding us back?
What ADEPT may lead to
Depending on organisational context and maturity, ADEPT may identify the need for targeted intervention in areas such as:
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Process flow optimisation and simplification
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Performance management and reporting
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Policy, governance, and assurance redesign
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Systems selection and implementation
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Contract and supplier management improvement
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Capability development and ways of working
These are not predefined solutions. They are shaped by what will deliver the most value for the organisation.
A typical ADEPT outcome
A growing organisation believed procurement was “strategic” but struggled with slow decisions and recurring supplier issues.
The ADEPT diagnostic revealed strong intent but misalignment across enablement and transparency.
A focused roadmap reduced friction, improved visibility, and restored leadership confidence without adding unnecessary complexity.
How ADEPT works
1. Assess
You complete the procurement maturity self-assessment to identify your indicative stage and surface initial areas of tension.
2. Diagnose
The ADEPT diagnostic examines procurement across Alignment, Direction, Enablement, Performance, and Transparency — within your maturity context.
3. Roadmap
You receive a clear, prioritised roadmap defining what procurement excellence should look like for your organisation and what to address first.
ADEPT is not a desk-based assessment.
The diagnostic requires time working with your organisation to understand how procurement operates in practice — not just how it is designed to operate. This includes engaging with leadership and teams, observing decision-making, and understanding culture, behaviours, and constraints that are rarely visible in data or documentation alone.