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General KnowledgeTop 10 Best Procurement Consultant Services of 2026
Rank the top procurement consultant services with criteria and tradeoffs for buyers comparing KPMG, Deloitte, and EY providers.
How we ranked these tools
Vendors set the topic, but our editors set the inclusion criteria and the evaluation framework before research starts.
Agents extract product evidence with provenance, then collect written reviews and transcribe video reviews and podcasts.
Framework: Features 40% · Ease 30% · Value 30%
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KPMG is the best choice for enterprise procurement transformation because its operating-model and controls design ties sourcing decisions to approve-to-pay workflows and audit-ready documentation, whereas GEP fits teams that need ongoing supplier lifecycle execution with consistent sourcing-to-procure-to-pay governance.
Editor’s top 3 picks
Three quick recommendations before you dive into the full comparison below — each one leads on a different dimension.
KPMG
Procurement operating-model and controls design that ties sourcing decisions to approve-to-pay workflows and audit documentation.
Best for: Fits when enterprise buyers need control-driven source-to-pay redesign across multiple business units.
Deloitte
Editor pickTransformation delivery that connects supplier strategy work to enforceable procurement controls across requisition to purchase order execution.
Best for: Fits when enterprises need procurement transformation with governance, controls, and supplier workflow alignment.
EY
Editor pickProcurement operating-model and contract governance design that links sourcing decisions to lifecycle control points.
Best for: Fits when enterprise sourcing and procurement transformations need governance, process design, and supplier program guidance.
Comparison Table
KPMG
enterprise_vendorBig Four firm providing procurement advisory and transformation services.
Procurement operating-model and controls design that ties sourcing decisions to approve-to-pay workflows and audit documentation.
KPMG supports strategic sourcing and category management through structured category and supplier planning, bid design, and evaluation governance that procurement teams can operationalize. Spend analysis work feeds category strategy artifacts that inform contract coverage, supplier segmentation, and sourcing approach decisions. Procurement operating model design covers roles, approval flows, exception handling, and audit-ready documentation to reduce policy drift across indirect and direct procurement activities.
For organizations running procure-to-pay modernization programs, KPMG typically maps end-to-end process flows from requisition through goods receipt and invoice controls. A key tradeoff is that KPMG delivery depth focuses on advisory and controlled execution rather than providing a single procurement software product with a public API surface. KPMG is a strong fit for teams migrating e-procurement processes or standardizing source-to-pay workflows across business units where governance and control design drive adoption.
- +Strong operating-model design for procurement approvals and exception governance
- +Structured sourcing and bid evaluation governance for repeatable category execution
- +Process mapping from requisition to receiving and invoice controls
- +Cross-functional controls alignment between procurement and finance stakeholders
- –Less product-centric automation since delivery depends on chosen systems
- –Implementation timelines can lengthen when governance artifacts require consensus
Procurement transformation teams
Modernize procure-to-pay controls end-to-end
Fewer policy exceptions
Category management leaders
Standardize category planning and sourcing governance
Repeatable sourcing execution
Show 1 more scenario
Finance and internal control owners
Align procurement controls with finance
Cleaner three-way match
Designs approval thresholds and exception handling so invoice controls reflect procurement policy.
Best for: Fits when enterprise buyers need control-driven source-to-pay redesign across multiple business units.
Deloitte
enterprise_vendorBig Four firm offering procurement strategy, sourcing, and operations consulting.
Transformation delivery that connects supplier strategy work to enforceable procurement controls across requisition to purchase order execution.
Deloitte engagements commonly start with spend and process diagnostics that inform sourcing strategy, category management priorities, and supplier segmentation targets. The firm then translates findings into structured workflows for purchase requisition to purchase order execution, plus decision support for bid evaluation and supplier selection. Governance artifacts often include procurement policy mapping, controls for approvals, and audit-ready traceability across the procurement lifecycle.
A key tradeoff is that Deloitte’s value concentrates in transformation programs and governance-heavy work, while it can be heavier for teams that only need short tactical sourcing support. Deloitte fits when a procurement organization is migrating processes or adopting e-procurement capabilities and needs consistent controls across direct and indirect procurement lanes. It is also a fit when supplier onboarding and contract lifecycle workflows must align with procurement policy and risk requirements.
- +End-to-end sourcing and procure-to-pay transformation governance
- +Strong operating model work tied to requisition and purchase order controls
- +Documented supplier strategy frameworks and supplier performance management
- +Controls and audit traceability support for procurement policy compliance
- –Heavier engagement model for narrow, tactical sourcing requests
- –Tooling and automation outcomes depend on client-owned system integration effort
- –Change management workload can extend timelines for buying teams
- –Requires disciplined stakeholder availability for workshop-driven delivery
Chief procurement officer teams
Procure-to-pay control redesign program
Fewer noncompliant purchases
Strategic sourcing directors
Category management and supplier rationalization
Repeatable sourcing outcomes
Show 2 more scenarios
Finance and controls leaders
Three-way match readiness controls
Lower invoice exception rates
Maps process controls and responsibilities to support coordinated receipt, invoice, and exception handling.
Procurement operations managers
Supplier onboarding workflow alignment
Faster supplier activation
Connects onboarding steps to contract and risk requirements with clear handoffs into buying execution.
Best for: Fits when enterprises need procurement transformation with governance, controls, and supplier workflow alignment.
EY
enterprise_vendorBig Four firm providing procurement advisory and managed services.
Procurement operating-model and contract governance design that links sourcing decisions to lifecycle control points.
EY serves procurement organizations with consulting-led sourcing, procure-to-pay implementation, and contract lifecycle management program design. Its distinct value comes from combining category strategy and spend analysis with transformation governance across stakeholders in indirect and direct procurement.
EY engagements tend to be built around controlled delivery artifacts, supplier engagement playbooks, and operating-model decisions that affect requisition to purchase order processing. Integration depth usually centers on aligning process and controls with existing enterprise systems rather than building a standalone procurement software layer.
- +Documented sourcing governance that ties bid inputs to decision approvals
- +Contract lifecycle management workstreams mapped to procurement policy controls
- +Transformation roadmaps that connect category strategy to sourcing execution
- +Supplier onboarding and segmentation guidance aligned to risk appetite
- –Limited evidence of hands-on procurement workflow automation through an internal tool
- –Engagement outcomes depend on client data readiness and master data coverage
- –Governance-heavy delivery can slow iteration during active sourcing events
- –API and integration surfaces are not a core delivery artifact in consulting engagements
Best for: Fits when enterprise sourcing and procurement transformations need governance, process design, and supplier program guidance.
PwC
enterprise_vendorBig Four firm offering procurement strategy, sourcing, and operations consulting.
Procurement engagement artifacts that connect policy, supplier risk assessment, and contract execution into a single operating model for procurement governance.
PwC delivers procurement consulting that maps business strategy to sourcing execution, including category strategy, source selection support, and procure-to-pay process design. Engagement teams focus on governance for procurement policy compliance, supplier risk assessment, and contract lifecycle operating models across indirect and direct procurement.
- +Deep procurement operating model design from sourcing through procure-to-pay
- +Strong contract lifecycle and procurement governance controls for compliance
- +Practical supplier onboarding and segmentation methods for rationalization efforts
- +Highly structured bid evaluation matrix facilitation for source selection
- –Requires active client participation to implement process and control changes
- –Limited productized automation and narrow API surface compared with SaaS tools
- –Integration work often depends on internal IT and system ownership
- –Standardized templates may need heavy customization to fit local procurement rules
Best for: Fits when large enterprises need process governance, sourcing execution frameworks, and control documentation across procure-to-pay workflows.
McKinsey & Company
enterprise_vendorGlobal strategy consultancy with procurement and supply chain operations practice.
Procurement transformation governance that connects category strategy, operating model design, and procure-to-pay process controls.
McKinsey & Company differentiates itself as a global procurement and supply chain consulting firm that delivers strategy, operating model design, and transformation programs for complex buyer organizations. Core capabilities include spend analysis, category strategy, and procurement process redesign that connect strategic sourcing outcomes to procure-to-pay execution and governance.
- +Category strategy work links sourcing plans to measurable operating model changes
- +Procure-to-pay process redesign covers requisition, sourcing, and buying governance
- +Structured analytics supports should-cost and total cost of ownership modeling
- +Transformation program governance manages cross-functional procurement change workstreams
- –Service delivery depends on engagement staffing, which can reduce self-serve control
- –Automation and API surfaces are not delivered as a procurement software integration layer
- –Procurement catalog enablement and onboarding depth varies by client tooling scope
- –RBAC and audit log controls are typically managed through client systems rather than provided
Best for: Fits when sourcing teams need end-to-end procurement transformation across categories and governance, not a standalone buying tool.
Kearney
enterprise_vendorGlobal management consultancy with a strong procurement operations practice.
Category management operating rhythm design that ties sourcing outcomes to supplier management governance.
Kearney works best when procurement needs end-to-end guidance from category strategy through sourcing execution and ongoing supplier management operating rhythms. The service approach commonly combines structured spend analysis, should-cost or total cost of ownership thinking, and bid design support for complex requests for proposal or quotation cycles. It also fits procurement teams that need procurement policy compliance and control points built into the way sourcing outcomes are governed. Governance and change management are recurring delivery components when the organization is shifting from ad hoc buying to repeatable category plans.
- +Category strategy to execution roadmap for cross-functional procurement change
- +Structured supplier engagement to align commercial outcomes with operating model
- +Governance design for sourcing decisions and ongoing category control
- +Strong emphasis on decision frameworks for complex procurement scenarios
- –Less suited for organizations wanting automation-first source-to-pay tooling
- –High stakeholder alignment needs can slow early momentum
- –Delivery scope often depends on client data readiness for spend analysis
- –Technology integration depth is not the core procurement deliverable
Best for: Fits when procurement needs category strategy, governance, and supplier program design across complex spend.
GEP
specialistProcurement and supply chain consulting and managed services provider.
Program-managed supplier lifecycle execution that ties onboarding, enablement, and procurement controls to category plans.
GEP is a procurement consulting and managed services firm focused on direct and indirect category execution with sourcing, supplier work, and procurement operations support. Its delivery model emphasizes structured program management plus tooling-assisted workflows for sourcing events, onboarding, and operational controls.
- +Sourcing and supplier onboarding programs run with consistent workflow governance
- +Process coverage spans sourcing to procure-to-pay operations execution
- +Strong change management for procurement policy compliance and buying controls
- +Detailed supplier segmentation and rationalization execution support
- –Best outcomes depend on data readiness and process adoption by stakeholders
- –Requires governance discipline across categories to avoid event and policy drift
- –Customization depth can slow initial program ramp for complex organizations
- –Automation maturity varies by process scope and integration targets
Best for: Fits when category teams need ongoing procurement execution support plus controls across sourcing and procure-to-pay.
Beroe
specialistProcurement intelligence and advisory firm serving global enterprises.
Market-anchored should-cost and TCO comparisons that translate research inputs into sourcing-ready assumptions.
Beroe is a procurement intelligence firm used by sourcing teams to convert supplier and market data into actionable spend analysis outputs. The differentiator is its data-centric workflow that supports category management and supplier benchmarking without requiring teams to build the underlying research pipeline themselves.
- +Category-level spend analysis with supplier benchmarking built around researched market inputs
- +TCO-oriented comparisons that support should-cost analysis and commercial normalization
- +Research deliverables align to sourcing artifacts like bid guidance and decision framing
- +Strong fit for procurement teams that need consistent assumptions across categories
- –Integration depth with existing source-to-pay systems depends on project approach
- –Outputs require internal procurement data alignment to match local SKUs and terms
- –Automation coverage is more analytics delivery than end-to-end workflow automation
- –Governance and audit trails are driven by the engagement deliverables rather than product-native controls
Best for: Fits when sourcing teams need market-validated benchmarks to anchor strategic sourcing decisions.
Efficio
specialistPure-play procurement consultancy specializing in spend management and sourcing.
Category strategy and spend-driven prioritization that explicitly feeds negotiation approach and contract outcomes.
Efficio is a procurement consultancy service that delivers category strategy and spend analysis alongside sourcing execution support. It applies category management structure to build sourcing roadmaps, define sourcing scopes, and translate supplier data into prioritization and negotiation inputs.
- +Category strategy deliverables map to actionable sourcing scopes and negotiation plans.
- +Spend analysis output supports supplier segmentation and prioritization decisions.
- +Contract and supplier lifecycle considerations reduce downstream compliance gaps.
- +Clear governance artifacts support stakeholder alignment during sourcing execution.
- –Automation and API surface are limited because delivery is consultancy-led.
- –Analyst-led outputs require internal ownership for data quality and process adoption.
- –Procure-to-pay implementation support depends on engagement scope and process maturity.
- –Throughput and turnaround can be constrained by the size of the client input stream.
Best for: Fits when sourcing teams need category management and sourcing execution help tied to supplier and contract lifecycle.
Inverto
specialistProcurement and supply chain consulting firm and Bain Company subsidiary.
Bid-to-award traceability designed around downstream procurement workflow artifacts and approval checkpoints.
Inverto is best reviewed as a procurement consulting partner that ties sourcing execution to the operations systems used for procure-to-pay workflows. Its distinctiveness comes from mapping strategic sourcing tasks to purchasing execution controls like approvals, ordering artifacts, and supplier workflow steps.
- +Clear handoff mapping from sourcing decisions to procure-to-pay execution steps
- +Strong focus on governance artifacts used by approvals and purchasing workflows
- +Practical supplier onboarding workflow support for contracting and ordering readiness
- +Automation-first approach for moving bid outcomes into downstream procurement controls
- –Requires structured process design to prevent sourcing to purchasing mismatches
- –Automation coverage depends on integrating with existing e-procurement and workflow systems
- –Admin controls can take time to tune for multi-category approval structures
- –Limited standalone visibility without integrating procurement execution data feeds
Best for: Fits when sourcing teams need documented governance and controlled bid-to-award to procure-to-pay handoffs.
Conclusion
After evaluating 10 procurement consultant, KPMG stands out as our overall top pick — it scored highest across our combined criteria of features, ease of use, and value, which is why it sits at #1 in the rankings above.
Use the comparison table and detailed reviews above to validate the fit against your own requirements before committing to a tool.
How to Choose the Right Procurement Consultant
Procurement consultant services usually show up as operating-model and governance work that connects sourcing choices to downstream procure-to-pay controls, and the top options here split between controls-first redesign and consultancy-led transformation.
This guide covers KPMG, Deloitte, EY, PwC, McKinsey & Company, Kearney, GEP, Beroe, Efficio, and Inverto, with each provider’s delivery shaped around how tightly sourcing artifacts map into requisition, purchase order, contract, and supplier lifecycle workflows.
Procurement Consultant services: governance-first sourcing to procure-to-pay control design
A procurement consultant designs the decision pathways that govern sourcing execution and procurement policy compliance, then translates those decisions into enforceable steps across requisition to purchase order, supplier onboarding, and contract control points.
KPMG focuses on procurement operating-model and controls design that ties sourcing decisions to approve-to-pay workflows and audit documentation, which suits enterprises that need repeatable category execution across multiple business units. Deloitte and EY also emphasize governance, with Deloitte connecting supplier strategy work to requisition-to-purchase-order controls and EY linking sourcing governance and contract lifecycle control points into a single set of lifecycle checkpoints.
Procurement Consultant evaluation criteria for governable sourcing outcomes
Procurement consultant services matter most when sourcing decisions translate into enforceable downstream behavior across procurement approvals, purchasing execution, and audit documentation. Buyers should treat deliverables as governance artifacts that can survive handoffs from category planning into requisition and purchase order workflows.
The providers in this guide cluster by how they connect strategy to controls. KPMG emphasizes procurement operating-model and controls design tied to approve-to-pay workflow and audit documentation, while Deloitte and EY focus on transformation delivery that links supplier strategy work and contract governance control points into requisition to purchase order execution.
Controls-first operating model that ties sourcing decisions to approve-to-pay
KPMG designs procurement operating models and approval exception governance so bid outputs connect to downstream procurement controls and audit documentation. EY complements this with procurement operating-model and contract governance design that links sourcing decisions to lifecycle control points.
Requisition and purchase order control mapping in transformation programs
Deloitte connects supplier strategy work to enforceable procurement controls across requisition to purchase order execution. PwC builds an operating model that connects procurement policy, supplier risk assessment, and contract execution into procure-to-pay workflow controls.
Contract lifecycle governance that maps bid inputs to decision approvals
EY uses sourcing governance artifacts that tie bid inputs to decision approvals and carries contract lifecycle management into procurement policy controls. PwC connects contract lifecycle and procurement governance controls for compliance across procure-to-pay workflows.
Category strategy that drives measurable operating model changes
McKinsey ties category strategy work to measurable operating model changes and covers procure-to-pay process redesign across requisition, sourcing, and buying governance. Kearney ties category management operating rhythm to supplier management governance across complex spend.
Supplier onboarding and lifecycle execution with governance to prevent policy drift
GEP runs program-managed supplier lifecycle execution that connects onboarding and enablement to procurement controls aligned with category plans. Kearney structures supplier engagement to align commercial outcomes with operating model governance, reducing drift during execution.
Market-anchored benchmarks for should-cost and TCO assumptions
Beroe produces market-anchored should-cost and TCO comparisons that translate research inputs into sourcing-ready assumptions. Efficio uses spend-driven prioritization that feeds negotiation approach and contract outcomes using category strategy deliverables.
Bid-to-award traceability that supports approvals and procurement handoffs
Inverto provides bid-to-award traceability mapped to downstream procurement workflow artifacts and approval checkpoints. KPMG provides structured sourcing and bid evaluation governance for repeatable category execution across business units.
Decision framework for selecting a Procurement Consultant that fits control and automation needs
The first decision is whether the engagement needs governance-first operating model artifacts that drive how approvals and exceptions behave during source-to-pay execution. KPMG and EY lead with operating model and contract governance design that ties sourcing decisions to procurement control points and audit readiness.
The second decision is whether the engagement should operate as transformation governance or as market and spend analytics that shape negotiation and category plans. McKinsey and Deloitte focus on transformation governance that connects sourcing plans to requisition to purchase order controls, while Beroe anchors commercial assumptions with market-validated benchmarks and Efficio feeds negotiation plans from spend analysis.
Select based on where governance must land: audit-ready approve-to-pay controls or lifecycle control checkpoints
Choose KPMG when the delivery must tie sourcing decisions to approve-to-pay workflows and audit documentation across multiple business units. Choose EY when the delivery must link bid inputs to decision approvals and map procurement policy controls into contract lifecycle control points.
Choose the transformation depth when internal tools and system integration are limited
Choose Deloitte when transformation delivery must connect supplier strategy work to enforceable requisition to purchase order controls, while acknowledging that tooling and automation outcomes depend on client system integration effort. Choose PwC when the program must deliver a deep procurement operating model across sourcing through procure-to-pay, while planning for active client participation.
Decide between engagement-led transformation and a governance design service with lighter tool integration
Choose McKinsey when end-to-end procurement transformation across categories and governance is required, while accepting that engagement staffing drives the delivery experience. Choose Kearney when category strategy and supplier management governance need a structured operating rhythm, while expecting high stakeholder alignment needs to slow early momentum.
Decide whether ongoing execution support is required or category artifacts are sufficient
Choose GEP when ongoing supplier lifecycle execution and onboarding must run with consistent workflow governance tied to category plans. Choose Inverto when traceability from bid-to-award into procurement handoffs and approval checkpoints is the key requirement.
Choose analytical anchoring for commercial assumptions or spend-driven negotiation planning
Choose Beroe when market-validated benchmarks must anchor should-cost and TCO assumptions into sourcing-ready inputs. Choose Efficio when spend analysis output must explicitly support supplier segmentation and negotiation planning tied to contract outcomes.
Validate whether automation expectations match consultancy-delivered governance artifacts
Choose KPMG, Deloitte, and PwC when automation expectations focus on governable process steps and controls rather than a procurement software integration layer. Choose GEP and Inverto when the governance design must support execution through supplier onboarding or procurement workflow handoffs, while still planning for client data readiness and structured process design.
Who procurement sourcing buyers should match to each consultant style
Procurement leaders should match consultant style to the internal gap they are trying to close. Buyers with unstable approval behavior and audit exposure need operating-model and controls design that ties sourcing decisions to procure-to-pay control points.
Buyers with category execution complexity and cross-functional stakeholder variance need supplier lifecycle governance or a category rhythm that standardizes outcomes. Buyers focused on commercial accuracy for negotiation should prioritize market-anchored benchmarking or spend-driven negotiation inputs.
Enterprise procurement organizations standardizing governance across business units
KPMG fits when sourcing must produce repeatable category execution tied to approve-to-pay workflow governance and audit documentation across multiple business units.
Large enterprises rebuilding procure-to-pay controls while aligning supplier strategy to requisition and purchase order execution
Deloitte fits when supplier strategy work must be converted into enforceable requisition to purchase order controls, and PwC fits when policy, supplier risk assessment, and contract execution must land in a unified procurement operating model.
Procurement transformations that require contract lifecycle governance mapped to policy control points
EY fits when procurement needs operating-model and contract governance design that links sourcing decisions to lifecycle control points, and PwC fits when procurement governance controls must support compliance end-to-end.
Category leadership teams running ongoing supplier onboarding with control consistency
GEP fits when ongoing supplier lifecycle execution must be program-managed so onboarding, enablement, and procurement controls stay aligned with category plans.
Sourcing teams that need traceable bid-to-award handoffs into procurement approvals
Inverto fits when governance must be represented as bid-to-award traceability that maps downstream procurement workflow artifacts and approval checkpoints.
Procurement Consultant selection pitfalls that break governance handoffs
A common failure is selecting a consultancy for the category strategy deliverable while underestimating the work required to make sourcing decisions governable in requisition to purchase order execution. This usually shows up when approval exception governance and audit documentation are not mapped to the actual downstream control points.
Another common failure is over-assigning automation outcomes to consultancy delivery. Providers such as Deloitte and KPMG can design governance artifacts well, but delivery depends on client-owned system integration for automation and API surface outcomes.
Treating sourcing governance as documentation only rather than enforceable approval pathways
KPMG’s positioning around operating-model design tied to approve-to-pay workflow governance and audit documentation signals the buyer should require controls mapping, not just narrative artifacts.
Expecting product-style procurement automation from consultancy-led transformation work
Deloitte and McKinsey emphasize transformation delivery and governance design, so automation and API surface outcomes depend on client-owned system integration rather than a dedicated procurement software integration layer.
Starting contract governance without master data readiness and stakeholder adoption planning
EY and GEP both tie outcomes to client data readiness and master data coverage or to stakeholder process adoption, so contract lifecycle governance can stall when supplier, contract, and policy data are incomplete.
Skipping structured process design before mapping bid-to-award traceability into procurement handoffs
Inverto focuses on bid-to-award traceability into procurement workflow artifacts and approval checkpoints, so sourcing to purchasing mismatches appear when the process design is not structured.
Using benchmarks or spend analysis without aligning them to local SKUs and sourcing assumptions
Beroe’s outputs require internal procurement data alignment to match local SKUs and terms, so benchmarks can produce incorrect should-cost assumptions when internal definitions are inconsistent.
How analysts grounded these picks in provider delivery
Analysts gathered factual claims by searching the original provider materials and copying each figure that appears beside a passage describing capability, delivery scope, or outcomes. Analysts then compared those figures against official documentation and the provider changelog and used an independent review only when an independent review was explicitly cited.
The analysts kept a figure when it matched the official materials and excluded figures that did not line up with provider documentation or recorded updates. KPMG stands out in this guide because its delivery description consistently ties procurement operating-model and controls design to approve-to-pay workflow governance and audit documentation rather than limiting scope to category strategy artifacts.
Frequently Asked Questions About Procurement Consultant
How do KPMG, Deloitte, and EY differ in procurement operating-model design and governance artifacts?
Which provider is best for sourcing execution that includes supplier onboarding and ongoing supplier lifecycle controls?
How do Deloitte and PwC handle procure-to-pay process design for purchase requisition through goods receipt?
What happens if an organization needs API or integration depth rather than advisory delivery?
When does EY outperform McKinsey & Company for contract lifecycle management and supplier engagement playbooks?
Where does Beroe fit alongside a consulting provider like Efficio for spend analysis inputs and should-cost assumptions?
Which provider is better suited for bid evaluation matrix governance and decision support artifacts?
How do procurement consultants handle SSO, RBAC, and audit log requirements during modernization work?
What tradeoffs appear when an organization needs data model and schema alignment for procurement process changes?
Tools reviewed
Primary sources checked during evaluation.
Referenced in the comparison table and product reviews above.
Funding and competing interests
This study was co-funded by several of the vendors assessed in it. No single vendor funded it. Funders could propose the market studied.
They had no role in selecting vendors, setting or weighting criteria, analysing data or drawing conclusions, and they received the same factual-accuracy check as every other vendor assessed.
Market definition, inclusion rules and criteria weights were fixed by an editor before research began and did not change afterwards. Editorial process →
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