{"id":45774,"date":"2025-06-22T01:30:22","date_gmt":"2025-06-22T05:30:22","guid":{"rendered":"https:\/\/consultingquest.com\/?post_type=insights&#038;p=45774"},"modified":"2025-06-26T06:27:11","modified_gmt":"2025-06-26T10:27:11","slug":"consultoria-procura-maturidade","status":"publish","type":"insights","link":"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/","title":{"rendered":"From Novice to Advanced: Mapping Your Consulting Procurement Maturity"},"content":{"rendered":"<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_76 counter-hierarchy ez-toc-counter ez-toc-custom ez-toc-container-direction\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">\u00cdndice<\/p>\n<label for=\"ez-toc-cssicon-toggle-item-68cd4f43adba7\" class=\"ez-toc-cssicon-toggle-label\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Alternar<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #000000;color:#000000\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewbox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #000000;color:#000000\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewbox=\"0 0 24 24\" version=\"1.2\" baseprofile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/label><input type=\"checkbox\"  id=\"ez-toc-cssicon-toggle-item-68cd4f43adba7\" checked aria-label=\"Alternar\" \/><nav><ul class='ez-toc-list ez-toc-list-level-1' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#what_is_a_maturity_grid_and_why_it_matters_in_consulting_procurement\" >What Is a Maturity Grid (And Why It Matters in Consulting Procurement?)<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%92%a1_why_consulting_procurement_needs_a_maturity_framework\" >\ud83d\udca1 Why Consulting Procurement Needs a Maturity Framework<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%a7%ad_how_the_scoring_works\" >\ud83e\udded How the Scoring Works<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#why_we_updated_the_maturity_grid_%e2%80%94_making_maturity_actionable\" >Why We Updated the Maturity Grid \u2014 Making Maturity Actionable<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%94%84_whats_new_and_strategic\" >\ud83d\udd04 What\u2019s New (and Strategic)<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%9b%a0%ef%b8%8f_category_management_still_the_strategic_core\" >\ud83d\udee0\ufe0f Category Management: Still the Strategic Core<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%a7%b1_enablers_split_for_strategic_focus_organisation_model_and_digital\" >\ud83e\uddf1 Enablers Split for Strategic Focus: Organisation Model and Digital<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%a7%a0_a_tool_for_alignment_not_just_assessment\" >\ud83e\udde0 A Tool for Alignment, Not Just Assessment<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#overview_of_the_four_maturity_levels\" >Overview of the Four Maturity Levels<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%9f%a0_1_novice\" >\ud83d\udfe0 1. Novice<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%9f%a1_2_basic\" >\ud83d\udfe1 2. Basic<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%94%b5_3_proficient\" >\ud83d\udd35 3. Proficient<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%9f%a2_4_advanced\" >\ud83d\udfe2 4. Advanced<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%93%88_why_the_levels_matter\" >\ud83d\udcc8 Why the Levels Matter<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#deep_dive_into_the_six_dimensions\" >Deep Dive Into the Six Dimensions<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%a7%a9_core_process_dimensions\" >\ud83e\udde9 Core Process Dimensions<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%94%a7_enabling_dimensions\" >\ud83d\udd27 Enabling Dimensions<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#how_to_use_the_grid_in_practice\" >How to Use the Grid in Practice<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%a7%aa_1_start_with_the_assessment\" >\ud83e\uddea 1. Start with the Assessment<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%94%8d_2_analyze_your_score\" >\ud83d\udd0d 2. Analyze Your Score<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-21\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%8e%af_3_build_a_targeted_action_plan\" >\ud83c\udfaf 3. Build a Targeted Action Plan<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-22\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%a4%9d_4_use_it_to_align_and_educate_stakeholders\" >\ud83e\udd1d 4. Use It to Align and Educate Stakeholders<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-23\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%94%84_5_repeat_the_assessment_to_track_progress\" >\ud83d\udd04 5. Repeat the Assessment to Track Progress<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-24\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#tailor_your_ambitions_to_your_size_and_spend_profile\" >Tailor Your Ambitions to Your Size and Spend Profile<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-25\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%9a%80_why_advanced_maturity_creates_exponential_value\" >\ud83d\ude80 Why Advanced Maturity Creates Exponential Value<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-26\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#%f0%9f%a4%9d_build_internal_buy-in_%e2%80%94_this_is_a_cross-functional_journey\" >\ud83e\udd1d Build Internal Buy-In \u2014 This Is a Cross-Functional Journey<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-27\" href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/consultoria-procura-maturidade\/#consulting_procurement_maturity_starts_with_one_step\" >Consulting Procurement Maturity Starts with One Step<\/a><\/li><\/ul><\/nav><\/div>\n<p>[et_pb_section fb_built=&#8221;1&#8243; _builder_version=&#8221;4.16&#8243; global_colors_info=&#8221;{}&#8221;][et_pb_row _builder_version=&#8221;4.16&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.16&#8243; custom_padding=&#8221;|||&#8221; global_colors_info=&#8221;{}&#8221; custom_padding__hover=&#8221;|||&#8221;][et_pb_text _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; hover_enabled=&#8221;0&#8243; sticky_enabled=&#8221;0&#8243;]<\/p>\n<p>Every organization wants better outcomes from consulting\u2014but most struggle to define what \u201cbetter\u201d even looks like. Is it cost control? Faster delivery? Better partners? The truth is, achieving consulting excellence isn\u2019t a matter of luck or intuition. It\u2019s about capability\u2014and capabilities can be measured.<\/p>\n<p>That\u2019s where maturity models come in.<\/p>\n<p>Maturity grids are tools designed to help organizations understand how structured, consistent, and effective their processes truly are. Think of them as a mirror that reflects both your strengths and your blind spots. In consulting procurement, where decisions can influence millions in spend and the trajectory of key transformations, that mirror is especially important.<\/p>\n<p>At Consulting Quest, we\u2019ve been helping clients benchmark and elevate their consulting sourcing capabilities for years. But the environment has evolved. Expectations are higher, consulting delivery models are more complex, and procurement teams are playing a more strategic role.<\/p>\n<p>That\u2019s why we\u2019ve refreshed the <strong>Consultar Grade de Maturidade de Compras<\/strong> for 2025.<\/p>\n<p>This new version is built for clarity and action. It sharpens the focus on what matters most\u2014how well you <strong>Utilize<\/strong>, <strong>Buy<\/strong>, e <strong>Manage<\/strong> consulting\u2014and how your <strong>Gerenciamento de categoria<\/strong>, <strong>Organiza\u00e7\u00e3o<\/strong>, e <strong>Digital Tools<\/strong> support that effort. It replaces a mixed model with a clean, two-pillar framework: <strong>three process dimensions<\/strong> e <strong>three enabling ones<\/strong>.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-45787 aligncenter\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Maturity-grid-cover.png\" alt=\"Grade de Maturidade\" width=\"900\" height=\"506\" title=\"\"><\/p>\n<p>In this article, we\u2019ll walk you through this redesigned grid. You\u2019ll learn how to diagnose your current level, understand what maturity looks like at every stage, and start building the roadmap toward stronger, smarter consulting procurement.<\/p>\n<p>Let\u2019s begin.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"what_is_a_maturity_grid_and_why_it_matters_in_consulting_procurement\"><\/span>What Is a Maturity Grid (And Why It Matters in Consulting Procurement?)<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Imagine trying to improve your consulting procurement performance without knowing how well you&#8217;re currently doing. It\u2019s like navigating without a map\u2014or worse, using someone else\u2019s map without realizing it. That\u2019s where maturity grids come in.<\/p>\n<p>UMA <strong>maturity grid<\/strong> (or maturity model) is a structured framework used to evaluate how advanced, consistent, and effective an organization is in a particular area. Think of it as a benchmarking tool that plots your current practices against best-in-class standards.<\/p>\n<p>Each grid typically outlines a set of key <strong>dimensions<\/strong>\u2014in our case, the core processes and enablers that drive excellence in consulting procurement. Alongside each dimension, the grid defines levels of maturity, ranging from <strong>Novice<\/strong> para <strong>Advanced<\/strong>, capturing how an organization evolves as it gains capability.<\/p>\n<p>The benefits? Clear visibility into:<\/p>\n<ul>\n<li>What you&#8217;re doing well<\/li>\n<li>Where you&#8217;re falling short<\/li>\n<li>What the next step in your evolution should be<\/li>\n<\/ul>\n<p>In short: it transforms improvement from a vague ambition into a concrete, trackable journey.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%92%a1_why_consulting_procurement_needs_a_maturity_framework\"><\/span>\ud83d\udca1 Why Consulting Procurement Needs a Maturity Framework<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Consulting is a unique category\u2014high-value, low-frequency, and highly strategic. Unlike commodities or standardized services, consulting projects often involve multiple stakeholders, abstract deliverables, and high stakes for the business. That makes consistency, governance, and capability absolutely critical.<\/p>\n<p>Yet, in many companies, consulting is still managed with informal rules, outdated templates, or no category strategy at all. The result? Missed opportunities, inflated fees, unmeasurable outcomes, and a general sense that &#8220;we could be doing this better.&#8221;<\/p>\n<p>A maturity model tailored to consulting procurement:<\/p>\n<ul>\n<li>Helps you assess the <strong>current state<\/strong> of your practices across process and enabler dimensions<\/li>\n<li>Identifies actionable steps to reach <strong>higher levels of performance<\/strong><\/li>\n<li>Enables your organization to <strong>compare across teams, divisions, or geographies<\/strong><\/li>\n<li>Supports <strong>mudar a gest\u00e3o<\/strong> by framing progress in clear, structured terms<\/li>\n<\/ul>\n<p>It\u2019s not about labeling teams as \u201cgood\u201d or \u201cbad.\u201d It\u2019s about equipping them to <strong>do better, with clarity and purpose<\/strong>.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%a7%ad_how_the_scoring_works\"><\/span>\ud83e\udded How the Scoring Works<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>In the updated 2025 maturity grid, each dimension is evaluated across <strong>four maturity levels<\/strong>:<\/p>\n<ol>\n<li><strong>Novice<\/strong> \u2013 Ad hoc or informal practices; no systematic approach<\/li>\n<li><strong>Basic<\/strong> \u2013 Some structure in place; inconsistent execution<\/li>\n<li><strong>Proficient<\/strong> \u2013 Standardized and repeatable practices; moderate integration<\/li>\n<li><strong>Advanced<\/strong> \u2013 Strategic, optimized processes with measurable value creation<\/li>\n<\/ol>\n<p>Each level represents a stepping stone. The assessment is not just a snapshot\u2014it\u2019s a roadmap. Your average score gives you a picture of your maturity today, while the individual scores per dimension show you <strong>where to act first<\/strong>.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"why_we_updated_the_maturity_grid_%e2%80%94_making_maturity_actionable\"><\/span>Why We Updated the Maturity Grid \u2014 Making Maturity Actionable<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Over the years, the Consulting Procurement Maturity Grid has helped organizations benchmark their sourcing capabilities. But as the landscape of consulting\u2014and procurement itself\u2014continues to evolve, we recognized a critical need: <strong>a model that is clearer, more operationally grounded, and better aligned with the way consulting is actually bought and managed inside companies.<\/strong><\/p>\n<p>So in 2025, we refreshed the model from the ground up. The goal?<br \/>To build a tool that not only diagnoses performance gaps, but also <strong>educates internal stakeholders<\/strong> and drives real transformation.<\/p>\n<p>Here\u2019s what\u2019s changed\u2014and why it matters.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%94%84_whats_new_and_strategic\"><\/span>\ud83d\udd04 What\u2019s New (and Strategic)<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>The previous maturity model blended strategic, procedural, and enabling topics\u2014informative, but not always actionable.<\/p>\n<p>The new grid introduces <strong>two distinct clusters<\/strong>:<\/p>\n<ul>\n<li><strong>Three core process dimensions<\/strong> that reflect the lifecycle of a consulting engagement<\/li>\n<li><strong>Three enablers<\/strong> that power and scale that capability across the organization<\/li>\n<\/ul>\n<p>This structured approach doesn\u2019t just improve clarity. It helps <strong>assign ownership, build accountability<\/strong>, and highlight the full system required to deliver value.<\/p>\n<h4>1. \u201cUtilize\u201d and \u201cBuy\u201d Now Distinguish Strategy from Sourcing<\/h4>\n<p>Too often, sourcing challenges get blamed on Procurement\u2014when the real issue lies upstream.<\/p>\n<p>We\u2019ve now clearly separated:<\/p>\n<ul>\n<li><strong>Utilize (Idea-to-Sourcing)<\/strong> \u2014 where consulting needs emerge, and decisions are made about <strong>whether to use consultants at all<\/strong>. This step is typically owned by <strong>Finance, Strategy, or Transformation teams<\/strong>.<\/li>\n<li><strong>Buy (Source-to-Contract)<\/strong> \u2014 where Procurement steps in to identify, vet, and contract with providers.<\/li>\n<\/ul>\n<p>This distinction is crucial: it reflects the reality that <strong>different stakeholders own different parts of the journey<\/strong>. And it helps <strong>educate internal teams<\/strong> that optimizing consulting is not just about negotiation or cost control\u2014<strong>it starts with smarter demand<\/strong>.<\/p>\n<h4>2. \u201cManage\u201d Added as a Core Dimension\u2014Because Execution Is Where Value Is Captured<\/h4>\n<p>Consulting sourcing doesn\u2019t end with a signed contract. If no one tracks the project, defines KPIs, or monitors performance, even the best RFP won\u2019t deliver results.<\/p>\n<p>The addition of <strong>Manage (Contract-to-Completion)<\/strong> addresses this head-on.<\/p>\n<p>This dimension focuses on how well projects are executed:<\/p>\n<ul>\n<li>Are roles and governance defined?<\/li>\n<li>Are project changes controlled?<\/li>\n<li>Is performance evaluated?<\/li>\n<li>Is value delivered and documented?<\/li>\n<\/ul>\n<p><strong>Ownership here often shifts again\u2014to business leaders, project sponsors, and end users.<\/strong> This cross-functional reality is why maturity here varies wildly\u2014even in companies with excellent sourcing teams.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%9b%a0%ef%b8%8f_category_management_still_the_strategic_core\"><\/span>\ud83d\udee0\ufe0f Category Management: Still the Strategic Core<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Some things don\u2019t change for a reason. <strong>Gerenciamento de categoria<\/strong> remains a cornerstone of consulting procurement excellence. This dimension continues to evaluate how companies:<\/p>\n<ul>\n<li>Segment their consulting spend<\/li>\n<li>Build supplier panels<\/li>\n<li>Conduct benchmarking and risk assessments<\/li>\n<li>Close the loop with structured feedback<\/li>\n<\/ul>\n<p>Done right, Category Management aligns internal needs with external capabilities\u2014and ensures Procurement plays a strategic, not just tactical, role.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%a7%b1_enablers_split_for_strategic_focus_organisation_model_and_digital\"><\/span>\ud83e\uddf1 Enablers Split for Strategic Focus: Organisation Model and Digital<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Previously grouped under a single \u201cEnablers\u201d category, we\u2019ve now split these into <strong>two separate, equally critical dimensions<\/strong>:<\/p>\n<h4>\u2705 Organisation Model<\/h4>\n<p>The Organisation Model dimension assesses how well your consulting procurement is structurally supported\u2014across <strong>people, processes, governance, and collaboration<\/strong>.<\/p>\n<p>It\u2019s not about tools or systems (that\u2019s covered in Digital). Here, we look at how the organization is set up to manage consulting effectively and consistently:<\/p>\n<ul>\n<li>Are roles clearly defined across teams?<\/li>\n<li>Are processes formalized and tailored to consulting?<\/li>\n<li>Are procurement, business, and strategy teams working together?<\/li>\n<\/ul>\n<p>This dimension reveals whether consulting is sourced through ad hoc decisions\u2014or through a coordinated operating model with shared goals and accountability. It\u2019s the foundation that allows consulting procurement to scale and mature.<\/p>\n<h4>\ud83c\udd95 Digital<\/h4>\n<p>Digital procurement has exploded. From spend analytics to AI-driven supplier scoring and contract automation, new tools are transforming how companies engage consultants.<\/p>\n<p>That\u2019s why Digital is now a dimension of its own\u2014measuring how well companies:<\/p>\n<ul>\n<li>Leverage digital platforms<\/li>\n<li>Automate sourcing workflows<\/li>\n<li>Track spend and performance<\/li>\n<li>Drive transparency and speed in decision-making<\/li>\n<\/ul>\n<p>This reflects a simple truth: <strong>digital maturity is no longer optional\u2014it\u2019s a competitive differentiator.<\/strong><\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%a7%a0_a_tool_for_alignment_not_just_assessment\"><\/span>\ud83e\udde0 A Tool for Alignment, Not Just Assessment<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>One of the biggest shifts in this update is philosophical:<br \/>The new grid isn\u2019t just a way to evaluate performance. It\u2019s a <strong>tool for education, alignment, and internal engagement.<\/strong><\/p>\n<p>It helps:<\/p>\n<ul>\n<li><strong>CFOs and Strategy Leaders<\/strong> see how smarter demand planning impacts costs<\/li>\n<li><strong>Procurement Teams<\/strong> isolate process gaps from organizational ones<\/li>\n<li><strong>End Users and Sponsors<\/strong> understand their role in value realization<\/li>\n<\/ul>\n<p>Because let\u2019s face it: optimizing consulting costs isn\u2019t just about better sourcing.<br \/>It\u2019s about <strong>clarifying ownership across the lifecycle<\/strong>\u2014and building maturity one dimension at a time.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"overview_of_the_four_maturity_levels\"><\/span>Overview of the Four Maturity Levels<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Every organization evolves. But when it comes to consulting procurement, the pace and path of that evolution vary widely. Some companies are just beginning to formalize how they engage with consultants. Others have built robust, strategic sourcing capabilities. That\u2019s why our maturity grid is structured into four distinct levels\u2014each representing a stage on the journey from reactive to optimized.<\/p>\n<p>Here\u2019s how the levels break down:<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%9f%a0_1_novice\"><\/span>\ud83d\udfe0 1. Novice<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>At this stage, consulting procurement is largely <strong>ad hoc<\/strong>. There may be no formal sourcing process, and decisions about when and how to engage consultants are often made informally, based on individual preferences or urgent needs.<\/p>\n<ul>\n<li>Procurement may not be involved at all.<\/li>\n<li>Projects are sourced and managed locally.<\/li>\n<li>There\u2019s limited visibility into spend, performance, or outcomes.<\/li>\n<li>Tools and processes are minimal or nonexistent.<\/li>\n<\/ul>\n<p>In short, it\u2019s a reactive approach\u2014driven more by relationships or habit than by strategy or data.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%9f%a1_2_basic\"><\/span>\ud83d\udfe1 2. Basic<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Organizations at the Basic level have started to <strong>bring structure<\/strong> to their consulting procurement practices.<\/p>\n<ul>\n<li>Procurement is involved in larger or more visible projects.<\/li>\n<li>Some processes and documentation exist but are inconsistently applied.<\/li>\n<li>Spend tracking may begin\u2014often manually or via spreadsheets.<\/li>\n<li>There\u2019s a growing awareness of the consulting category as something that can (and should) be managed.<\/li>\n<\/ul>\n<p>It\u2019s a transitional stage\u2014moving from scattered efforts to something more coordinated.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%94%b5_3_proficient\"><\/span>\ud83d\udd35 3. Proficient<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Here, consulting procurement is treated as a <strong>structured category<\/strong>, with dedicated attention and growing strategic alignment.<\/p>\n<ul>\n<li>Sourcing processes are standardized and adapted to different project types.<\/li>\n<li>Cross-functional teams collaborate from planning to delivery.<\/li>\n<li>Performance is tracked, and supplier relationships are more formally managed.<\/li>\n<li>Category management is in place, with segmentation and supplier panels.<\/li>\n<li>Digital tools start supporting spend monitoring and basic performance tracking.<\/li>\n<\/ul>\n<p>At this level, organizations shift from transactional efficiency to <strong>value creation<\/strong>.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%9f%a2_4_advanced\"><\/span>\ud83d\udfe2 4. Advanced<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>The most mature organizations run consulting procurement as a <strong>fully integrated, strategic function<\/strong>\u2014driving measurable impact across the business.<\/p>\n<ul>\n<li>Procurement is involved from the start\u2014alongside Strategy, Finance, and Operations.<\/li>\n<li>Demand is managed systematically, and make-or-buy decisions are embedded in planning.<\/li>\n<li>Projects are tracked through to completion, with robust governance and performance reviews.<\/li>\n<li>Incentives and KPIs reflect strategic priorities\u2014not just cost savings.<\/li>\n<li>Digital platforms enable automation, analytics, and continuous improvement.<\/li>\n<\/ul>\n<p>These companies don\u2019t just buy consulting better\u2014they use it smarter, aligning every engagement to enterprise goals as outlined in <a href=\"https:\/\/consultingquest.com\/pt-br\/intuicoes\/how-to-buy-consulting-guide\/\">this comprehensive guide to buying consulting<\/a>.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%93%88_why_the_levels_matter\"><\/span>\ud83d\udcc8 Why the Levels Matter<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Understanding your maturity level isn\u2019t about judgment. It\u2019s about <strong>clarity and action<\/strong>.<\/p>\n<p>Each level builds on the one before it. By identifying where you stand, you can:<\/p>\n<ul>\n<li>Prioritize what to improve next<\/li>\n<li>Benchmark against peers<\/li>\n<li>Set realistic goals and track progress over time<\/li>\n<\/ul>\n<p>More importantly, you can start managing consulting with the same discipline and intent you apply to other strategic categories\u2014unlocking better performance, more transparency, and greater business value.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"deep_dive_into_the_six_dimensions\"><\/span>Deep Dive Into the Six Dimensions<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>So, how do we break down the capabilities that define maturity in consulting procurement?<\/p>\n<p>The updated maturity grid focuses on six core dimensions that span both the <strong>consulting lifecycle<\/strong> and the <strong>infrastructure that supports it<\/strong>. Together, they form a 360\u00b0 view of your organization\u2019s ability to source, manage, and extract value from consulting engagements.<\/p>\n<p>These dimensions are grouped into two categories:<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%a7%a9_core_process_dimensions\"><\/span>\ud83e\udde9 Core Process Dimensions<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>These follow the <strong>natural flow of a consulting engagement<\/strong>\u2014from initial need to post-project review. They also mirror how ownership shifts across the organization:<\/p>\n<ol>\n<li><strong>Utilize (Idea-to-Sourcing)<\/strong> \u2014 Where consulting needs originate and make-or-buy decisions are made, often led by Strategy, Transformation, or Finance.<\/li>\n<li><strong>Buy (Source-to-Contract)<\/strong> \u2014 Where Procurement takes the lead, structuring the sourcing process, managing competitive bids, and securing contracts.<\/li>\n<li><strong>Manage (Contract-to-Completion)<\/strong> \u2014 Where Business Owners and Project Sponsors take over, delivering results through proper governance, change control, and supplier performance evaluation.<\/li>\n<\/ol>\n<p>Each of these steps requires different teams, tools, and capabilities\u2014and weak links in any one of them can impact the overall value delivered.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%94%a7_enabling_dimensions\"><\/span>\ud83d\udd27 Enabling Dimensions<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>These aren\u2019t about the projects themselves\u2014but about the <strong>ecosystem<\/strong> that makes excellence possible at scale:<br \/>4. <strong>Gerenciamento de categoria<\/strong> \u2014 Applying structured segmentation, supplier strategy, risk oversight, and feedback mechanisms tailored to consulting.<br \/>5. <strong>Organisation Model<\/strong> \u2014 Ensuring the right people, processes, and governance are in place across teams and functions.<br \/>6. <strong>Digital<\/strong> \u2014 Leveraging tools, automation, and analytics to manage complexity, improve transparency, and drive smarter decisions.<\/p>\n<p>By evaluating your performance across all six, the maturity grid helps you spot blind spots, align teams, and focus your efforts on the areas that will have the biggest impact.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"how_to_use_the_grid_in_practice\"><\/span>How to Use the Grid in Practice<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The maturity grid isn\u2019t just a theoretical framework \u2014 it\u2019s a practical tool designed to help you assess, align, and advance your consulting procurement capabilities.<\/p>\n<p>Whether you&#8217;re looking to fix inefficiencies, justify an investment in digital tools, or educate internal stakeholders, the grid provides a structured lens for evaluating where you stand today \u2014 and where you should go next.<\/p>\n<p>Here\u2019s how to put it into action:<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%a7%aa_1_start_with_the_assessment\"><\/span>\ud83e\uddea 1. Start with the Assessment<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Take the Consulting Procurement Maturity Assessment \u2014 a structured survey that walks you through each of the six dimensions. You\u2019ll answer questions designed to reflect current behaviors, policies, and tools used within your organization.<\/p>\n<p>Each response maps to one of four maturity levels:<br \/><strong>Novice<\/strong>, <strong>Basic<\/strong>, <strong>Proficient<\/strong>, ou <strong>Advanced<\/strong>.<\/p>\n<p>The result? A clear, objective snapshot of your current maturity \u2014 both overall and by dimension.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%94%8d_2_analyze_your_score\"><\/span>\ud83d\udd0d 2. Analyze Your Score<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Once you have your scorecard, it\u2019s time to interpret it.<\/p>\n<ul>\n<li><strong>Look at the average maturity score<\/strong> for your organization.<\/li>\n<li>Then, dig into the <strong>dimensional scores<\/strong> to identify strengths and weaknesses.<\/li>\n<\/ul>\n<p>For example, your team might be <strong>Proficient<\/strong> in \u201cBuy\u201d but only <strong>Basic<\/strong> in \u201cManage,\u201d revealing that while sourcing is structured, project execution may be leaking value.<\/p>\n<p>This isn\u2019t just about identifying gaps \u2014 it\u2019s about prioritizing improvements.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%8e%af_3_build_a_targeted_action_plan\"><\/span>\ud83c\udfaf 3. Build a Targeted Action Plan<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Use your results to guide where to invest time, energy, and resources.<\/p>\n<ul>\n<li>If you\u2019re early in your journey, focus on formalizing processes and building collaboration.<\/li>\n<li>If you\u2019re further along, concentrate on optimizing cross-functional governance, rolling out digital tools, or redesigning incentives.<\/li>\n<\/ul>\n<p>You don\u2019t need to fix everything at once. Choose 1\u20132 dimensions where a step-change could unlock significant value \u2014 and focus your efforts there first.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%a4%9d_4_use_it_to_align_and_educate_stakeholders\"><\/span>\ud83e\udd1d 4. Use It to Align and Educate Stakeholders<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>The grid is also a <strong>conversation tool<\/strong>. It helps internal stakeholders \u2014 from Finance to Procurement to Business Units \u2014 see that optimizing consulting is about more than cutting costs or pushing suppliers.<\/p>\n<p>It highlights that value comes from:<\/p>\n<ul>\n<li>Better decision-making (Utilize)<\/li>\n<li>Smarter sourcing (Buy)<\/li>\n<li>Rigorous execution (Manage)<\/li>\n<li>And strong internal enablers<\/li>\n<\/ul>\n<p>When teams understand their role in the maturity journey, collaboration improves \u2014 and change sticks.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%94%84_5_repeat_the_assessment_to_track_progress\"><\/span>\ud83d\udd04 5. Repeat the Assessment to Track Progress<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Maturity isn\u2019t a one-time exercise. It\u2019s a journey.<\/p>\n<p>We recommend reassessing your maturity:<\/p>\n<ul>\n<li>Annually, to track year-over-year improvements<\/li>\n<li>After major organizational changes<\/li>\n<li>Or following digital or strategic sourcing transformations<\/li>\n<\/ul>\n<p>Your consulting spend is strategic. Your maturity should reflect that.<\/p>\n<p><strong>What\u2019s Next? Your Transformation Roadmap<\/strong><\/p>\n<p>You\u2019ve assessed your maturity. You\u2019ve identified where you stand. Now what?<\/p>\n<p>The power of the Consulting Procurement Maturity Grid lies not just in diagnosis \u2014 but in its ability to help you <strong>design a roadmap for progress<\/strong>. But that roadmap needs to be tailored to your organization\u2019s context, ambition, and appetite for change.<\/p>\n<p>Here\u2019s how to think about what comes next.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"tailor_your_ambitions_to_your_size_and_spend_profile\"><\/span>Tailor Your Ambitions to Your Size and Spend Profile<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Not every company needs to reach \u201cAdvanced\u201d maturity tomorrow. The right target depends on:<\/p>\n<ul>\n<li>Your <strong>annual consulting spend<\/strong><\/li>\n<li>O <strong>strategic importance of consulting<\/strong> in your organization<\/li>\n<li>Your existing procurement and transformation capabilities<\/li>\n<\/ul>\n<p>Por exemplo:<\/p>\n<ul>\n<li><strong>Smaller companies<\/strong> (under $5M in annual consulting spend) might aim for a <strong>Proficient<\/strong> level \u2014 with Procurement engaged on major projects and basic governance in place.<\/li>\n<li><strong>Mid-market organizations<\/strong> ($5M\u2013$30M in consulting spend) should target the upper <strong>Proficient to Advanced<\/strong> range, possibly with external support for digital tools or execution oversight.<\/li>\n<li><strong>Large enterprises<\/strong> should aspire to <strong>Advanced maturity<\/strong> across all six dimensions \u2014 with dedicated consulting procurement teams, integrated digital platforms, and clear alignment with strategic priorities.<\/li>\n<\/ul>\n<p>The goal is not to score perfectly. It\u2019s to <strong>invest where the return on maturity is greatest.<\/strong><\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%9a%80_why_advanced_maturity_creates_exponential_value\"><\/span>\ud83d\ude80 Why Advanced Maturity Creates Exponential Value<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>As companies move up the maturity curve, the benefits increase \u2014 but not linearly.<\/p>\n<p>Going from <strong>Basic to Proficient<\/strong> typically brings efficiency gains: better supplier selection, process speed, and cost visibility.<\/p>\n<p>But the jump from <strong>Proficient to Advanced<\/strong> unlocks <strong>strategic value<\/strong>:<\/p>\n<ul>\n<li>Systematic demand management and make-or-buy choices<\/li>\n<li>Governance models that keep projects on track<\/li>\n<li>Data that drives negotiation power and supplier innovation<\/li>\n<li>Cross-functional alignment that accelerates execution<\/li>\n<\/ul>\n<p>In Advanced organizations, consulting becomes a <strong>lever for transformation<\/strong>, not just a cost to manage.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"%f0%9f%a4%9d_build_internal_buy-in_%e2%80%94_this_is_a_cross-functional_journey\"><\/span>\ud83e\udd1d Build Internal Buy-In \u2014 This Is a Cross-Functional Journey<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>One of the biggest blockers to improving maturity? <strong>Lack of alignment.<\/strong><\/p>\n<p>Too often, Procurement is ready to drive the change \u2014 but Finance, Strategy, and Business Leaders see consulting sourcing as \u201csomeone else\u2019s job.\u201d<\/p>\n<p>Your roadmap will only succeed if everyone understands:<\/p>\n<ul>\n<li><strong>Por que nos<\/strong> consulting sourcing matters<\/li>\n<li><strong>Como<\/strong> each function contributes to the outcome<\/li>\n<li>And what <strong>valor<\/strong> a mature system can deliver<\/li>\n<\/ul>\n<p>Use your maturity score to engage stakeholders.<br \/>Show them that cost control is only one part of the picture \u2014 and that <strong>consulting done right creates capability, speed, and impact.<\/strong><\/p>\n<p><strong>Maturity is a journey. But it\u2019s one worth taking \u2014 and you don\u2019t have to go it alone.<\/strong><\/p>\n<h2><span class=\"ez-toc-section\" id=\"consulting_procurement_maturity_starts_with_one_step\"><\/span>Consulting Procurement Maturity Starts with One Step<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Consulting is one of the most strategic and complex categories your organization manages \u2014 yet in many companies, it remains under-structured, under-managed, and under-optimized.<\/p>\n<p>O <strong>Consultar Grade de Maturidade de Compras<\/strong> gives you more than just a score. It gives you a <strong>lens<\/strong>, a <strong>language<\/strong>, and a <strong>lever<\/strong> to drive improvement.<\/p>\n<p>Whether you\u2019re just getting started or already running a well-oiled sourcing machine, the grid helps you:<\/p>\n<ul>\n<li>Benchmark your current performance<\/li>\n<li>Align stakeholders around a shared vision<\/li>\n<li>Prioritize your next steps with confidence<\/li>\n<\/ul>\n<p>There\u2019s no one-size-fits-all roadmap. But there is a shared truth:<br \/><strong>Mature organizations don\u2019t just buy consulting better \u2014 they use it smarter.<\/strong><br \/>They make better decisions, manage projects more effectively, and extract more value from every engagement, especially when they understand the fundamentals outlined in <a href=\"https:\/\/consource.io\/buying-consulting-guide-beginners\/\" target=\"_blank\" rel=\"noopener\">this beginner\u2019s guide to buying consulting<\/a>.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=\u201d1_2,1_2\u2033 _builder_version=\u201d4.19.4\u2033 _module_preset=\u201ddefault\u201d custom_margin=\u201d|||190px|false|false\u201d custom_padding=\u201d|| 50px||false|false\u201d bloqueado=\u201ddesligado\u201d global_colors_info=\u201d{}\u201d][et_pb_column type=\u201d1_2\u2033 _builder_version=\u201d4.17.4\u2033 _module_preset=\u201ddefault\u201d global_colors_info=\u201d{}\u201d][et_pb_text _builder_version=\u201d 4.22.1\u2033 _module_preset=\u201dpadr\u00e3o\u201d text_font=\u201dPoppins|700|||||||\u201d text_text_color=\u201d#FFFFFF\u201d hover_enabled=\u201d0\u2033 global_colors_info=\u201d{}\u201d sticky_enabled=\u201d0\u2033]<\/p>\n<p style=\"text-align: Left;\"><span style=\"color: #000000;\">Responda \u00e0 pesquisa para descobrir sua posi\u00e7\u00e3o e deixe seu e-mail para obter resultados personalizados.<\/span><\/p>\n<p>[\/et_pb_text][\/et_pb_column][et_pb_column type=&#8221;1_2&#8243; _builder_version=&#8221;4.17.4&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_button button_url=&#8221;https:\/\/content.leadquizzes.com\/lp\/TXFVz8J2Ig&#8221; url_new_window=&#8221;on&#8221; button_text=&#8221;Start the survey&#8221; _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; button_text_color=&#8221;#FFFFFF&#8221; button_bg_color=&#8221;#ff7700&#8243; button_font=&#8221;Poppins|700||on|||||&#8221; custom_margin=&#8221;10px||||false|false&#8221; custom_padding=&#8221;||||false|false&#8221; hover_enabled=&#8221;0&#8243; global_colors_info=&#8221;{}&#8221; sticky_enabled=&#8221;0&#8243;][\/et_pb_button][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n<span class=\"et_bloom_bottom_trigger\"><\/span>","protected":false},"excerpt":{"rendered":"<p>Learn how to assess and improve your consulting procurement maturity across six key dimensions. Discover your current level and build a roadmap to strategic sourcing excellence.<\/p>","protected":false},"author":4,"featured_media":52941,"template":"","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"<p>The procurement maturity level reflects how well a company or a system inside a company is doing, as well as its potential to improve through time. As a consultant, you may deal with businesses having several divisions at varying stages of development.<\/p><p>Many clients have difficulty articulating exactly what is wrong and what they want done. They frequently discuss symptoms rather than fundamental problems, such as flat sales, declining margins, or rising receivables. As a result, the consultant generally bears the brunt of the project scoping responsibility.<\/p><p>Consulting Procurement Organizations should strive to achieve a high degree of maturity, where the team uses best-in-class techniques and results in considerable efficiency advantages for the Procurement group and the firm as a whole. However, before an organization can chart its course to greatness, it must first assess its current position on the Consulting Procurement Maturity Grid.<\/p><p>Understanding where you started on your Consulting Procurement Journey is almost as critical as figuring out where you want to go.<\/p><p><img class=\"alignnone size-full wp-image-45787\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Maturity-grid-cover.png\" alt=\"Maturity Grid\" width=\"1920\" height=\"1080\" \/><\/p><h3>\u00a0<\/h3><h1><strong>What is a capability maturity grid?<\/strong><\/h1><p>A maturity grid, also known as a maturity model, is a tool used to measure an organization's progress toward a goal.<\/p><p>The left-hand column of the grid, which is a matrix with rows and columns, usually includes the criteria that will be examined. The columns in each column's corresponding row define, in a few words, the usual behavior of an organization at each phase of development. A maturity model typically includes 10 or fewer rows, with the first row indicating the entry-level and the last row defining fully evolved best practices.<\/p><p>Maturity grids can be used to offer an initial benchmark for how near an organization is to be \"completely evolved\" in terms of the criteria being examined. They can also be used to facilitate talks and provide a path for management to follow.<\/p><p>The criteria that will be examined are usually listed in the left-hand column of the grid, which is a matrix with rows and columns.<\/p><p>Perhaps you've come across the term 'maturity assessment score' in the sales and marketing departments... But you're uncertain what it is.<\/p><p><strong>Let's get it straight!<\/strong><\/p><p>A maturity assessment is simply a resource for the user that helps suggest whether a particular solution or strategy is suited for them depending on the responses they supply.<\/p><p>It's a discovery tool for the company that helps better qualify prospects based on their replies in the assessment \u2014 to check whether they're \"ready.\"<\/p><p>Another example: The US Department of Defense financed the development of the Capability Maturity Model. It resulted from an investigation of the business practices and performance of a large number of private enterprises that contract with the military in various ways.<\/p><ul><li>Level 1 \u2013 Initial<\/li><li>Level 2 \u2013 Repeatable<\/li><li>Level 3 \u2013 Defined<\/li><li>Level 4 \u2013 Managed (Capable)<\/li><li>Level 5 \u2013 Optimizing (Efficient)<\/li><\/ul><p>\u00a0<\/p><p><img class=\"aligncenter wp-image-45776\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Characteris-1.png\" alt=\"Consulting Maturity\" width=\"600\" height=\"338\" \/><\/p><h3>\u00a0<\/h3><h1><strong>What is <\/strong>The Consulting Procurement Maturity Grid?<\/h1><p>The Consulting Procurement Maturity Grid was created to help businesses in determining where they are now, where they should go in the future, the value of doing so, and how to get there.<\/p><p>The maturity grid touches upon four key areas that are\u00a0essential to Consulting Procurement:<\/p><h3><strong>\u21d2 Strategy, Governance & Organization: <\/strong><\/h3><p>Strategy refers to the overall plan for how the organization will achieve its goals. Governance is the set of formal rules and structures that guide decision-making within the organization. Organization describes the way that teams are structured and managed within the company.<\/p><p>Each of these areas is essential for achieving consulting excellence.\u00a0The maturity grid explores how the decisions are made when buying consulting services, who is involved and how consulting supports the strategy.<\/p><p>For example, at the highest level of maturity, you will find a collaborative approach to consulting sourcing and systematic make-or-buy assessments.<\/p><p>In order to reach the highest level of consulting procurement maturity, organizations must have a clear and well-executed strategy, strong governance structures in place, and a well-organized workforce.<\/p><h3><strong>\u21d2 Sourcing Process:<\/strong><\/h3><p>The sourcing process describes how goods and services are purchased from scoping to contracting. This dimension explores not only the adequacy of the process to the volume of consulting projects handled, but also the different steps within the process.<\/p><p>The first phase in the sourcing process is scoping, which involves defining the project's parameters and identifying key stakeholders.<\/p><p>The selection of the consulting firm that best fits the project's needs is part of the second step, which is called sourcing.<\/p><p>The third stage, contracting, includes describing the terms of a contract with the consulting firm.<\/p><p>Transferring is the fourth and last step, which entails handing over the project to the consulting firm and ensuring that they have all of the resources necessary to execute the project effectively.<\/p><p>Internal stakeholders may have difficulty articulating their objectives, or they may be unclear about the process. As a result, the consulting process can be inefficient and frustrating for both parties. By having a well-designed process in place, consultants can improve communication and ensure that everyone is on the same page.<\/p><p>This can lead to more efficient projects and happier clients. In addition, a well-designed process can also help to improve satisfaction levels among internal stakeholders. <span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">For example, at a high-level of maturity, companies will have a sourcing process <\/span>differentiated by the nature of projects that could be strategic or non-strategic. Most suppliers will be selected through competitive bidding and their references\u00a0will be checked systematically.<\/p><h3><strong>\u21d2 Enablers:<\/strong><\/h3><p>Enablers are essential for success in every sector, including consulting. <span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">The e<\/span>nablers are those little things that must be in place for an organization to move up the consulting procurement maturity grid. Without these enablers, an organization will either not be able to take advantage of opportunities or be at a disadvantage compared to its competitors.<\/p><p><span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">The enablers<\/span> can be manuals, guidelines, and systems from taxonomy to digital solutions, there is a range of enablers that may assist make consulting more efficient and productive.<\/p><p>Data may benefit from taxonomy's organizing and classification, which will make it simpler to find and use. Data exchange and operation automation can both be facilitated by digital technologies. These two enablers may both improve the efficacy and efficiency of consulting.<\/p><p><span data-doc-id=\"4719458000000683018\" data-doc-type=\"writer\">But <\/span>they must work together in synergy; if one enabler is not aligned with the rest of the corpus or not working well, it will drag down the performance\u00a0of the consulting procurement capability as a whole.<\/p><p>Furthermore, these enablers can aid in improving consultant-client communication. Consultants may improve their services and outcomes by utilizing these enablers.<\/p><h3><strong>\u21d2 Category Management:<\/strong><\/h3><p>Category management is a strategic process-based approach that \"focuses on the vast majority of an organization's spend on goods and services with third-party suppliers\". In application to procurement and supply management (P&SM;), category management refers to organizing the resources of the procurement team to focus on the organization's supply market (as opposed to internal customers or departmental functions) in order to fully leverage purchasing decisions.<\/p><p>Category management process involves segmenting the main areas of organizational spend into discrete groups of products and services according to their function. Category management has been mostly successful in large product categories. Smaller traders usually do not have the structure and resources to implement it.<\/p><p>For each one of these areas, the grid defines what policies, methodologies or tools a company uses at a given level of procurement maturity described.<\/p><p>The most advanced consulting procurement groups will implement all the best practices of category management for the consulting category. It could be tail spend management, or bilateral feedback to and from consulting suppliers.<\/p><blockquote><p><em>\u201cConsulting Procurement Capability, like any other sector, is being developed in phases. Today, you can quickly measure your company's procurement capability maturity and work to enhance it. Any business may achieve a better standard and achieve success with Consulting Procurement Capability.\u201d<\/em><\/p><\/blockquote><h2><strong>How is the consulting procurement maturity score of a company defined?<\/strong><\/h2><p>\u00a0<\/p><p><img class=\"aligncenter wp-image-45971\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/7-levers-7.png\" alt=\"Procurement Maturity\" width=\"600\" height=\"337\" \/><\/p><p>\u00a0<\/p><p>The procurement maturity score of a company is defined by its ability to successfully execute complex consulting and procurement projects. The score is based on a maturity grid that takes into account a company's experience, size, geographical location, and industry sector.<\/p><p>The grid is used to assess a company's readiness to undertake specific types of projects. A company with a high consulting procurement maturity score is likely to have a successful track record in delivering similar projects and will be able to handle the complexity of a project.<\/p><p>A company with a low consulting procurement maturity score, on the other hand, may be less experienced and may not have the resources or capabilities to successfully complete a project.<\/p><p>The consulting procurement maturity score of a company is an important factor to consider when selecting a provider for a consulting or procurement project. The score on the maturity grid is calculated through an assessment based on a list of questions that offers for each key dimension the different options.<\/p><p>Each option corresponds to a level of consulting procurement maturity.\u00a0For instance, an option at level Operational will score 1, Standard will score 2, Leading will score 3 and Best-in-Class will score 4.<\/p><p>At the end of the survey, a company will get the average score on all the options and dimensions which will be its consulting procurement maturity score.<\/p><p>\u00a0<\/p><h1 style=\"text-align: center;\"><strong>What are the various Levels of Consulting Procurement Maturity in organizations?<\/strong><\/h1><p>\u00a0<\/p><p>If we talk about levels of Maturity, we are talking about the organization and what level is that particular organization at<\/p><h2><strong style=\"color: #333333; font-size: 18px;\">1. Operational:<\/strong><\/h2><p>Consulting Services are not covered by defined processes in an operational organization. The majority of the time, consulting spend is dispersed and sourced by operational teams. As a result, the business only has a limited view of Consulting Expenditure and does not employ a dashboard or spend monitoring tool for Consulting.<\/p><p>If at all, the Procurement Group is involved at the end of the process. The teams have a poor understanding of the consulting industry and are frequently focused on local players.<\/p><p>Suppliers are chosen based on personal contacts, and the provider sets the terms and circumstances.<\/p><p>The Consulting Category is poorly handled, and there is a lot of room for savings and development.<\/p><h2><strong style=\"color: #333333; font-size: 18px;\">2. Standard:<\/strong><\/h2><p>A Standard Organization has begun putting protocols in place to handle the large Consulting project. A basic dashboard in a spreadsheet is used to track overall consulting spend on a regular basis.<\/p><p>For initiatives that exceed a specific level, demand management is done. Procurement is engaged in significant acquisitions, and there is a designated Consulting Procurement Leader. Despite their little knowledge of the consulting market, the teams are able to organize competitive bidding in 50% of the projects and demand references throughout the RFP Process.<\/p><p>They implemented a comprehensive NDA throughout the RFP stage and established a baseline Contractual form for Consulting purchases. To manage the relationship, they conduct post-project debriefings with the provider.<\/p><p>The company recognizes the importance of consulting sourcing management.<\/p><p>As <a href=\"https:\/\/conavigo.com\/\">Consulting Procurement Capabilities<\/a> improve, the strategic value gap begins to close. Teams get an awareness of the Consulting Market's unique characteristics.<\/p><p><img class=\"aligncenter wp-image-45789\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/New-maturity-grid.png\" alt=\"Maturity Model\" width=\"900\" height=\"506\" \/><\/p><h2><strong style=\"color: #333333; font-size: 18px;\">3. Leading:<\/strong><\/h2><p>The Leading Organization has established a strong Consulting Services Category Management. Stakeholders are assembled for complicated projects to guarantee alignment and buy-in. A professional Consulting Procurement Team supports sourcing and negotiating with fundamental market knowledge. The majority of purchases involve procurement.<\/p><p>The majority of suppliers are chosen through competitive bidding, which includes a methodical presentation of the most attractive bids as well as reference checks. For the primary suppliers, the Consulting Procurement team employs frame contracts.<\/p><p>The company has implemented project-specific sourcing processes as well as systematic demand management. For the key Capabilities, a Preferred Supplier List is offered.<\/p><p>The Procurement team has created a Performance Management System that includes intermediate project check-ins to assure alignment, contractual change management, and advanced post-assignment performance evaluations (expertise, posture, ROI, etc.).<\/p><p>The company has implemented automated procedures for approval and performance evaluation, as well as an automated dashboard and cost tracking.<\/p><p>The company is one step away from having a fully developed Consulting Sourcing Capability. The strategy framework for achieving this has been completed, and the company is ready to move on to the next step.<\/p><h2><strong style=\"color: #333333; font-size: 18px;\">4. Best-in-class:<\/strong><\/h2><p>A completely mature Consulting Procurement Capability has been built by a Best-in-Class Organization. The Consulting Spend and Consulting Sourcing Strategy are in line with the organization's strategic aims. The Consulting Category recognizes procurement as a complete business partner.<\/p><p>To guarantee alignment with the plan and keep spending under control, the teams conduct systematic make or buy assessments and staffing. Consulting sourcing is done in a collaborative manner.<\/p><p>The teams now have a comprehensive grasp of the market, including alternatives, benchmark fees, and new entrants. They're using a complex fee structure (with incentives and flexibility) and frame contracts.<\/p><p>They manage their suppliers' performance with long-term partners through rigorous performance assessments and on-going improvement strategies.<\/p><p>To promote objectivity and exploit benchmarking, they use a third-party performance measure and reference checking.<\/p><p>With its long-term partners, they have implemented continual improvement programs.<\/p><p>They are in charge of Tail Spend and manage a dynamic Preferred Supplier List that anticipates the organization's future demands.<\/p><p>They've implemented Category Specific Solutions and created sourcing standards based on the nature of the projects' innovation models. Micro-projects are handled through the Experts Network and Consulting Marketplaces.<\/p><p>The Consulting Sourcing Capability has reached the pinnacle of consulting procurement maturity. The most important benefits of managing the Consulting Category are now apparent to the company. The project's return on investment and internal satisfaction have both improved. The procurement team is now seen as a key partner for the category, and consulting costs are under control.<\/p><p>\u00a0<\/p><h1 style=\"text-align: center;\"><strong>How to use the consulting procurement maturity grid?\u00a0<\/strong><\/h1><p>\u00a0<\/p><blockquote><p>\u00a0<em>\u201cThe road to develop a mature Sourcing Capability begins with the mobilization\u00a0of the company, as it does with every transformative endeavor.\u201d<\/em><\/p><\/blockquote><p>The best-in-class consulting procurement maturity level should be the final goal for major firms on their transformation path.<\/p><p>Strategic Sourcing, Demand Management, and Category Management are all terms they're already acquainted with. They spend hundreds of millions of dollars on consulting projects each year and could save a lot of money and enhance quality by using best-in-class consulting procurement processes.<\/p><p>Mid-market companies with annual consulting budgets of $5 million to $30 million should aim for a consulting procurement Maturity Level between Leading and Best-in-Class or rely on third-party services to go the additional mile.<\/p><p>The Leading consulting procurement Maturity level is a good place to start for smaller businesses with annual revenues of less than $5 million. The Consulting Category can be included as part of a larger effort on the complete Procurement Scope if the organization has not yet implemented Category Management.<\/p><p>The Consulting Procurement Maturity must be seen in the context of the broader Procurement Organization Maturity, which takes into account people and processes in particular.<\/p><p>The Consulting Category is a subset of indirect procurement, and all enhancements to the Procurement Capability as a whole can only benefit the Consulting Category.<\/p><p>Consulting is frequently one of the most important indirect procurement categories, but its unique characteristics, which are tied to the Consulting Market's diversity and complexity, as well as the intangibility of the services offered, have made it the most under-managed as well.<\/p><p>Building a mature Consulting Procurement may not only assist your Procurement Organization by optimizing expenditure and bringing in significant OPEX savings, but it can also help business leaders <a href=\"https:\/\/consultingquest.com\/podcasts_smcs\/value-created-by-consulting\/\">create more value via consulting<\/a>, which will boost your position at the C-level table.<\/p><h2>\u00a0<\/h2><h2><strong>What\u2019s next for you?<\/strong><img class=\"alignright wp-image-45955\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Whats-next-scaled.jpg\" alt=\"Consulting Maturity\" width=\"500\" height=\"333\" \/><\/h2><p>The goal of the grid is to define where you stand and set up your goal. But what\u2019s on you is to build the path for your transformation.<\/p><p>Consulting can add a great deal of value to your firm but using and procuring consulting services requires maturity. In order for consulting to be effective, five organizational variables must be in sync, according to our opinion.<\/p><p>\u00a0<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">1. Convince your management that Consulting is a key accelerator<\/strong><\/h3><p>Consultants are often despised by executives. The majority of the time, it is because they do not recognize the value that consultants provide to their company. When working with consultants, you must assist your management comprehend what they get from consulting and how to apply it to the benefit of your company.\u00a0\u00a0Let's focus on the most common reasons.<\/p><h4><em>They don't always understand what Consulting is:<\/em><\/h4><p>This isn't a joke. Some Executives have never dealt with consultants before. Some businesses do not use consultants on a regular basis. Some parts of the world are less used to consulting. Some departments inside a company are less likely to collaborate with consultants.<\/p><h4><em>They don't understand how consulting creates value:<\/em><\/h4><p>They may believe they have the necessary resources in-house to do the task, or that consultants are simply repeating what they told them and lack experience. Only 35% of Executives feel the consulting companies they've worked with have contributed more value than they received in fees, according to Source Global Research. Superior value creation does not always imply high-quality consultancy.<\/p><h4><em>Working with consultants makes them feel like they're admitting they can't do their job well.<\/em><\/h4><p>This is true in certain circumstances. You hire consultants because you lack the necessary skills and knowledge in-house, or your project is moving too slowly. Is this, however, necessarily a sign that you're not doing your job properly?<\/p><p>You may face significant internal pushback depending on how top management presents the Consulting Team (and how it will engage with internal stakeholders).<\/p><p>However, not taking such activities might be a concern.<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">2. Define the right processes<\/strong><\/h3><p><img class=\"aligncenter wp-image-45956\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Process-scaled.jpeg\" alt=\"Consulting Maturity\" width=\"600\" height=\"400\" \/><\/p><p>You must define the appropriate processes when your teams are ready to accept consulting. When dealing with consultants, there are various procedures to consider: decision-making, sourcing, and project management.<\/p><p>Setting up a performance assessment system and implementing Category Management for the Consulting Category are the best ways to analyze the performance of both your business and your providers.<\/p><h4><em>Make sure your decision-making process is well-defined:<\/em><\/h4><p>The ability to create value through consulting relies heavily on the decision-making process. When it makes more sense to you, you want to spend your money. Your method must provide the correct value while minimizing labor and irritation.<\/p><p>The key is to fine-tune decision-making procedures in relation to the strategic value and cost of initiatives. That involves, for example, determining the appropriate threshold below which projects undergo a simplified and speedier procedure (fewer stakeholders, lower validation, little or no mandatory competition).<\/p><h4><em>Polish your sourcing process:<\/em><\/h4><p>Your consulting sourcing method must be consistent with your sourcing procedures. Keep in mind the unique characteristics of the Consulting category, which necessitates strong communication between Procurement and the business lines.<\/p><h4><em>Establish a project management procedure:<\/em><\/h4><p>You're in a unique scenario when you outsource projects to external consultants: you have two project managers, one internal and one external. The basic elements, however, remain the same. You must establish governance, establish KPIs, create a timeline, and conduct frequent evaluations. Of course, you may request a governance model from the consulting team.<\/p><p>You most likely have a project leader and a project sponsor on this note. Separating the governing bodies for implementation and steering could be a good approach.<\/p><h4><em>Evaluation of performance:<\/em><\/h4><p>To maintain the quality of your panel, you must evaluate the performance of your consulting providers. You must implement a simple, user-friendly system that is methodical and, preferably, linked to your vendor management system.<\/p><p>Share the findings with various stakeholders to get their support for the system, and use the information to develop improvement strategies and manage supplier relationships.<\/p><p><img class=\"alignleft wp-image-45790 size-medium\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Maturity-Measure-300x300.png\" alt=\"Maturity Measure\" width=\"300\" height=\"300\" \/><\/p><h3><strong style=\"color: #333333; font-size: 22px;\">3. Build the right organization<\/strong><\/h3><p>You now have the essential building blocks to create value, but the most crucial component of the system is still missing: people. There is no one-size-fits-all solution organization setup that will provide you with all of the benefits; rather, there are many choices to consider and balance in order to discover the optimal compromise for your unique situation.<\/p><h4><em>(DIY) Do-It-Yourself:<\/em><\/h4><p>This is the simplest method for small and medium-sized organizations to implement (but not necessarily to get the best results). For companies with a tight budget, we suggest it. Executives will conduct procurement from start to finish without the assistance of the procurement function.<\/p><p>The senior management team can oversee and decide on a few key projects, while initiatives beneath a particular threshold will be in the hands of the project sponsor. If you want to avoid surprises, your rules must be exceedingly explicit and well-written.<\/p><h4><em>With the assistance of a specialized Consulting Procurement maturity insights (part- or full-time):<\/em><\/h4><p>If managing Consulting Projects is a strategic goal and the number of projects is significant, you may want to consider hiring a part-time or full-time employee to assist with Consulting Projects.<\/p><p>This option gives you greater control over how projects are evaluated and managed. Additionally, the dedicated focal point will be able to enhance their consulting skills and provide more advanced advice to your employees.<\/p><p>This strategy necessitates extremely well-defined processes and great communication between procurement and business executives. Keep in mind that there is a narrow line between giving Procurement too much control and giving business executives too much influence.<\/p><p>Your procurement may be limited if the projects are too complicated or uncommon. Consider putting together multi-functional teams to go over the <a href=\"https:\/\/consultingquest.com\/insights\/rfp-for-consulting-made-easy\/\">RFP and proposal<\/a>.<\/p><h4><em>Bringing the best of both worlds together:<\/em><\/h4><p><img class=\"wp-image-45969 size-full alignright\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/BOBW.jpg\" alt=\"Consulting Procurement Maturity\" width=\"600\" height=\"338\" \/><\/p><p>For companies with a high consulting budget, the ideal solution is to build a consulting team and incorporate some sort of control into the process for selecting critical projects.<\/p><p>Combining previous consultants with procurement experts may provide you with exceptionally solid foundations to build on and help you avoid some typical errors.<\/p><p>A specialized consulting team may also begin measuring performance, negotiating frame contracts, obtaining volume rebates, developing improvement strategies, and identifying synergies. At the same time, decision-making will be centralized, allowing you to concentrate your efforts and resources on the most important tasks.<\/p><p>Some dedicated Consulting Procurement teams follow traditional procurement best practices to the letter. Don't get us wrong: we think this is great. You will receive the outcomes you deserve if the best methods are applied to the incorrect concepts.<\/p><h4><em>Make use of outside experts:<\/em><\/h4><p>Another option for organizations that want to add value through consulting but don't want to develop particular structures is to hire external consulting firms to help them. Using specialist organizations with distinct expertise dedicated to Consulting Procurement in the same manner that some firms are outsourcing their Organizational Effectiveness Function to external consultants.<\/p><p>These firms may assist with everything from sourcing to specific projects to setting up a whole performance management system. They can work with current procurement teams to assist with sourcing and scoping while the procurement teams manage the relationship and negotiations, depending on the scenario.<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">4. Hire the right people<\/strong><\/h3><p>If you've agreed on an organizational idea, you'll need to hire the right people and discover the correct incentives to ensure that the strategic priority of value generation is met. Sourcing Consulting is a difficult task. Your teams should have a mix of abilities in sourcing, consulting, project management, and business.<\/p><h4><em>Identify important personnel:<\/em><\/h4><p>Managing consulting is not a simple task. Executives must be well-versed in procurement and consulting processes.<\/p><h5>\u00a0<strong>- Procurement skills<\/strong><\/h5><p>The person in charge of the Consulting Procurement has obviously some Procurement background. S\/he needs to have a good understanding of the concepts of Strategic Sourcing, Negotiation and Category Management. Besides, s\/he also needs to master the traditional buyer skills: scoping, sourcing, negotiations and provider relationships.<\/p><h5>\u00a0<strong>- Business skills\u00a0<\/strong><\/h5><p>To assist various segments of the company in scoping their needs and determining the priority of their projects, s\/he must first grasp the business dynamics and the limits of each function.<\/p><h5>\u00a0<strong>- Consulting knowledge<\/strong><\/h5><p>Beyond the knowledge of the market, the Procurement executive has to master the benefits and limitations of Consulting as a tool. What can Executives get out of Consulting in a given situation? And what will not be obtained through Consulting?<\/p><p>Besides, Procurement Executives are ideally placed to challenge the project sponsor and project leader on the scope and the phasing of the projects if the company culture permits.<\/p><h5>\u00a0<strong>- Project management skills<\/strong><\/h5><p>Finally, Consulting projects have to be organized and monitored like other projects. Procurement Executives help their internal clients to implement project management best practices for Consulting projects. Making sure to have the right stakeholders involved from the start, to put project\u00a0 governance in place, to lead mid-assignment reviews for long projects and make sure they are still on track.<\/p><p><em>Tip : Rather than trying to find the rare bird understanding all capabilities and with a procurement background, try to find one that ticks most of your requirements, and build a network of executives in the company that can be solicited on specific topics. <\/em><\/p><h4><em>Create an appropriate reward system:<\/em><\/h4><p>But to get the best right talent, and keep them, you need to have the right incentives. Many Companies compensate their Procurement Executives on the savings made. It encourages buyers to go for the lowest bid, rather than the best bid, or to get involved only on the last phase of the sourcing, negotiations.<\/p><p>Never underestimate the importance of bonuses to explain the behaviors of people in an organization. Even though one could challenge the logic of focusing the energy on 20% of your compensation this is usually the driving incentive for many executives.<\/p><p><em>As a way to stress the importance of quality, most automotive manufacturers have included at some point Quality, Customer feedback and third-party feedbacks (i.e.,\u00a0JD Power) as part of the key indicators driving collective bonuses.<\/em><\/p><p>Therefore, their incentives should be in line with your Strategy and your ambitions. You want to increase the quality of your consulting providers? Link their compensation to the performance of the suppliers and the satisfaction of their internal clients.<\/p><p>You want to reduce your costs as a company? Add a team incentive on the cost reduction goals to individual incentives. You want to make sure that everyone respects the new rules? Add process compliance to your KPIs and integrate it into the incentive calculation.<\/p><h3><strong style=\"color: #333333; font-size: 22px;\">5. Emphasize collaboration<\/strong><\/h3><p>Collaboration between your teams is critical to the success of any Consulting project from start to finish. A culture that encourages project management and teamwork will help your Consulting projects succeed.<\/p><p><img class=\"aligncenter wp-image-45972\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2022\/05\/Collab-scaled.jpg\" alt=\"Consulting Procurement Maturity Grid \" width=\"900\" height=\"450\" \/><\/p><h4><span lang=\"EN-US\">Encourage cross-functional collaboration<\/span><\/h4><p>Like Consulting, intangible services are complicated to handle because the knowledge to drive the procurement process from strategy down to sourcing and vendor management lies in different hands.<\/p><p>You will need the strategy and\/or transformation team to remind the strategic goals and transformation roadmap, align the different teams, and help define a project's strategic value.<\/p><p>Finance, too, has to be involved in bringing their perspective on the budget, monitoring the Consulting expenses, defining the thresholds, tracking the benefits, and ensuring the proper accounting classification.<\/p><p>Of course, Procurement has to be part of the game to bring their sourcing & category management best practices, analyze the market, build the list of potential providers, and check references.<\/p><p>Functions should be involved and bring specific expertise and market knowledge when sourcing significant projects.<\/p><p>Finally, the Business Lines will be there to translate Strategy into projects, define scope, manage projects, and give feedback.<\/p><p>At each step of the process, you will need two or more of these functions to be involved. Encourage cross-functional collaboration and establish Multi-Functional Teams so people will seek the support of other functions and smooth the process. Besides improvement, projects in a given area can trigger ideas for other departments or business lines.<\/p><h4><em>Establish a project culture:<\/em><\/h4><p>Finally, you will need a project culture. Projects outsourced to consultants have to be handled like any other project internally, but also, and maybe more importantly, you need to make sure that the outcomes of a project will fit perfectly into your existing organization and culture.<\/p><p>You can't put in place a very strict project management process for outsourced projects, define expectations, put in place milestones, KPIs, mid-project reviews, and performance measures if you don't have similar expectations for internal projects. It will not work.<\/p><p>Your teams will be reluctant to apply your processes and either find workarounds to loosen the processes or avoid working with Consultants. And in both cases, you won't get all the benefits of working with Consultants.<\/p><p>Last but not least, take into account for consulting projects that both the project and the after-project have to be carefully planned and managed. The company has to be ready for when consultants depart. Activities and knowledge have to be transferred properly to avoid losing momentum.<\/p><p>We cannot stress enough the importance of this planning work when it comes to diagnostics, studies and recommendations. Otherwise the report will fit very well on your shelf. Just don't forget to dust it off once in a while. Leverage the consultants to syndicate the conclusions and kick-start the next phase. They will be more than happy to do so.<\/p><h1><strong>In Conclusion,<\/strong><\/h1><p>Gearing up your organization to create more value through consulting is an exciting journey.\u00a0\u00a0The right set-up will depend on the ambition you have for this transformation.<\/p><p>For sure it will touch on various aspects starting from your Strategy and priorities for using consulting to the decision-making processes while also addressing the key cultural aspects to make it a success.<\/p><p>If you use significant amounts of consulting services, you will probably set up a dedicated team. Besides being of great help for all your sourcing projects, a dedicated team will be the cornerstone to implementing efficient category management and performance management system for your consulting category.<\/p><p>The consulting procurement maturity score of a company is defined by its ability to execute on key dimensions, as assessed through a list of questions.<\/p><p>This score can help businesses track their progress and identify areas for improvement. If you're looking to improve your business' consulting procurement maturity score, the journey starts with understanding where you stand now.<\/p><p>Have you tried using the consulting procurement maturity grid? What was your experience? Let us know in the comments below.<\/p><p class=\"bottom\" style=\"color: transparent; font-size: 1px;\">Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity Procurement Maturity<\/p><p>\u00a0<\/p>","_et_gb_content_width":"","inline_featured_image":false},"class_list":["post-45774","insights","type-insights","status-publish","has-post-thumbnail","hentry","layout_tag-consulting-procurement","layout_tag-procurement-maturity"],"acf":[],"_links":{"self":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/insights\/45774","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/insights"}],"about":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/types\/insights"}],"author":[{"embeddable":true,"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/users\/4"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/media\/52941"}],"wp:attachment":[{"href":"https:\/\/consultingquest.com\/pt-br\/wp-json\/wp\/v2\/media?parent=45774"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}