Is it time to radically change the concept and scope of procurement software? Or not?

At the end of 2025, LinkedIn procurement influencer Joel Collin-Demers—who uses the social network as a platform to increase visibility and reach potential customers—put forward a rather radical idea that sparked discussion across the procurement community (nearly 60 comments). A link to the LinkedIn post can be found at the end of this article.

Is it time for a radical rethink of procurement tools?

The author’s main argument is clear and logical: we need to admit that traditional source-to-pay (S2P) software solutions—built on decades-old code, fragmented data, and linear workflow processes—simply no longer reflect the reality of modern procurement and business. Given today’s market demands, it is not enough to merely redesign the user interface (UX), add AI features, or offer more advanced analytics.

According to the author, user dissatisfaction with current solutions is best illustrated by the emergence of a wide range of new companies that, instead of complex end-to-end platforms, offer tools targeting specific procurement problems. These solutions are typically not built around rigid processes, procurement databases, or procurement jargon, but rather around real user needs (not only buyers), flexible workflows, and integrations with other data sources.

The comments under the post confirm this frustration: complaints about unnecessary complexity, poor user experience, vendor lock-in, and technical debt are common—highlighting how traditional procurement software struggles to keep pace with new technologies and the opportunities they bring.

Leading procurement software providers are responding to these trends with major product changes, promising things like “AI-driven total alignment” or “the next generation of XXX.” The largest provider even claims that the next generation of its product will be built on a business technology platform with a completely new user interface, embedded analytics, and seamless integration with enterprise software (ERP).

Revolution or Evolution?

The problem with broad calls for radical change and announcements that “we are moving to a completely new …” is that bold promises cost nothing—and from a PR perspective, it is always more attractive to present every evolutionary step as a radical or even revolutionary shift in the procurement paradigm. But is improving the user interface and adding new features really a radical change that turns procurement upside down? Does adding generative AI capabilities truly redefine modern procurement? And if you start making better use of data the company already has, is that really “Procurement X.0,” or simply natural evolution enabled by new technologies?

Promitea’s procurement software, of course, does not stand aside from new technologies. However, instead of loud marketing claims, we prefer consistent, hands-on work and focus on specific functionalities that deliver concrete, tangible value to our users. For example, in 2025 we introduced new features such as:

• The “Purchase Request” and “Tender Preparation” phases, designed for requesters. These guide even inexperienced users step by step through the preparation of an investment request and collect all relevant data so that buyers can immediately launch a tender. The improvement in input quality and the time saved in internal discussions is truly remarkable.

• Alongside predefined templates for recurring tenders that can be launched “with one click,” we introduced the “Five-Minute RFQ” feature. This allows users to create and send a simple request for a new purchase in literally five minutes, including inviting new suppliers who can submit bids within a minute—even without registration. If the process turns out to be more complex, users can switch to the “full setup” with a single click.

• The use of generative AI where it truly makes sense and adds value, such as supplier discovery, tender evaluation, recommendations for next tender steps, and automated negotiations with suppliers.

• Effective use of data, for example monitoring framework agreement utilization or evaluating supplier qualification and performance using AI.

Is the procurement process obsolete?

Whenever someone claims “out with the old” and supports it with vague visions and impressive examples that do not reflect everyday procurement scenarios, it is worth pausing and maintaining healthy skepticism.

Calls for more “flexible” procurement processes can be a double-edged sword. On the one hand, flexibility and simplification reduce bureaucracy, speed things up, and make processes easier. On the other hand, they often allow for greater improvisation and rule-breaking. And since “ignorance leads to mistakes and opportunity makes a thief,” rigid procurement processes serve, to a large extent, as safeguards and barriers against non-standard behavior. From this perspective, the current architecture of procurement software is not obsolete—it ensures standardized processes, transparency, auditability, and operational stability.

What’s next for procurement software?

The arrival of generative artificial intelligence is a major innovation that is reshaping corporate procurement. Technology is advancing at an incredible pace, but at the same time, troubling questions are emerging—questions for which we currently do not have satisfactory answers.

It is clear that procurement software must evolve in line with technological progress, integrate new technologies, and develop in accordance with sound procurement practices. At Promitea, we see the greatest opportunities where specific procurement activities can be automated or semi-automated; where AI can help buyers interpret data and context; where supplier development and innovation can be strengthened; where success depends on analyzing and monitoring supplier performance and procurement risks; and where it makes sense to divide responsibilities between humans and machines—such as active contract and real-time data management.

At the same time, we are concerned that in some cases, visionaries and procurement software “gurus” may be overly optimistic and underestimate the risks. With emerging technologies, the saying still applies: “the road to hell is paved with good intentions.” In other words, “traditional” procurement software in its current form remains indispensable wherever strict adherence to clear rules and procedures is required—such as tender processes, supplier approval, or procurement compliance. AI can help and take over certain roles, but we must not turn procurement into chaos. Here, changes in architecture and development pace must reflect the maturity of the technology itself.

We believe the next 1–2 years will show:

• who can successfully combine a stable process core with AI-native capabilities and open integration,

• who can deliver truly relevant functionality that genuinely improves the user experience—and who is just offering empty marketing,

• who can respond to technological developments (both positive and negative), and who was merely riding the wave while selling castles in the air.

But regardless of how this natural selection plays out, one thing is certain and positive: procurement will emerge from this debate stronger—with better user experience, more effective tools, and cleaner, more reliable data.

References:

Post

Article