The content varies across the different models. The maturity

The evolution of
procurement to supply management corresponds with the maturity models of
procurement. Maturity models are defined by (Randeree et al., 2012) as a staged structure of the
extent to which the procurement function has progressed by effectively adopting
new procurement processes and best practices. The stages of progression to
maturity were proposed by renowned authors among others: (Reck and Long, 1988) who developed a four-stage
purchasing development model which includes the passive, independent,
supportive and integrative stages; the (Syson, 1992) model is divided into three
stages, namely transaction, commercial and proactive; while (Nelson et al., 2005) compared the procurement evolution
stages to the educational development from primary to post- graduate level.
Later, (Burt et al., 2010) proposed a five-stage model,
starting from the reactive stage towards the world-class level.

All the maturity models
aim at operational efficiency and increasing the bottom line of the organization.
They also stress the importance of placing procurement at a high level in the
organizational structure, the use of centralized procurement, and integration
with other functions through the use of cross-functional teams (Schiele, 2007, Stolle, 2008). Others (Rozemeijer, 2000, Smock et al., 2007, Rudzki and Trent, 2011) emphasize strategic commitment,
good leadership, aligned strategic objectives, innovation and technology,
strategic sourcing, risk management, collaborations, contract management,
outsourcing and consortium buying. The content varies across the different
models.

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The maturity models
compare and measure the progress made by procurement as a discipline in
attaining best practice (Stolle, 2008, Bloch, 2011). They also direct improvement of
procurement’s performance, efficiency and effectiveness in terms of financial
gains that give organizations a competitive edge (Pollice and Fleury, 2010, Kraljic, 1983). It is presumed that the
procurement maturity models were developed to assist procurement professionals
and practitioners to implement PBPs. The maturity models indicate that the
higher the maturity levels, the better the chances that the best practices will
be applied (Sales and Alsua, 2012).

The
earliest maturity model was developed by (Reck and
Long, 1988), as shown below in Figure
2.2. One of the practical shortcomings of this model is that it did not specify
what exactly should be done in order to elevate to the next level and
ultimately to the integrative stage. For example, no guidance was given on how
to progress from passive stage and what tools or techniques were required for
the advancement.