Written by Minami — Paddy & Water Inc. / Technology & Platform

Practical Procurement DX with Manufacturing Cloud, Net Zero Cloud, and Agentforce AI

This report is a practical guide for using Salesforce’s product portfolio in procurement operations. Centered on Manufacturing Cloud (including former SRM capabilities), Net Zero Cloud (Scope 3 support), and Agentforce AI (autonomous agents), it clearly organizes what these tools “can do” and “cannot do,” and explains concrete use cases and implementation results. It is based on publicly available Salesforce information, Forrester research, and SBTi (Science Based Targets initiative) case studies (2025-2026).

Chapter 1　Challenges in Procurement Operations and Salesforce’s Role

1-1　Challenges Facing Manufacturing Procurement Departments

In 2025-2026, manufacturing procurement departments face compound challenges. In addition to the traditional challenge of cost reduction, they are under multilayered pressure for transformation: supply chain disruption risk (geopolitical risk, lessons from the semiconductor shortage), mandatory ESG procurement (Scope 3 emissions regulations, human rights due diligence), and operational efficiency gains through digitalization.

Challenge category	Specific problem	Salesforce’s solution approach
Lack of visibility	Spend by supplier and category is not visible. Procurement records and ERP billing data are disconnected	Unified spend visibility through Manufacturing Cloud’s Spend Visibility and data integration via Data 360
Supplier management dependent on individual staff	Supplier KPIs managed via individual staff memory and Excel. Evaluation criteria are inconsistent	Manage supplier Accounts on Salesforce CRM and standardize KPI scorecards
ESG procurement response	The basis for calculating Scope 3 emissions is unclear. There is no process for requesting disclosure from suppliers	Calculate Scope 3 with Net Zero Cloud and automate the supplier engagement flow
Supply chain risk management	Concentration risk in specific suppliers/regions is not visualized. No early-warning system exists	Score and alert on risk using Supplier Risk Score and external risk data integration
Streamlining procurement processes	Each step of RFQ, approval, and ordering is manual. Supplier communication happens via email	Agentforce AI Agents automate the quote request, comparison, and ordering processes

1-2　Is Salesforce an ERP or a CRM — Its Position in Procurement

⚠ Salesforce is not a dedicated procurement SRM system (such as SAP Ariba or Coupa). Salesforce’s strengths lie in “supplier relationship management,” “operational automation via Agentforce,” and “ESG management via Net Zero Cloud.” If purchase order processing, invoice matching, and 3-way matching are the primary objectives, Ariba or Coupa are better suited. It is realistic to position Salesforce as a complementary tool to these systems, or as the core of SRM (Supplier Relationship Management).

Chapter 2　A Detailed Look at Manufacturing Cloud’s (Including Former SRM) Procurement Functionality

2-1　Manufacturing Cloud’s SRM (Supplier Relationship Management) Functionality

Salesforce Manufacturing Cloud is a manufacturing-oriented package that includes SRM (Supplier Relationship Management) functionality, and its supplier management capabilities were significantly strengthened in the 2024-2025 updates.

Account-based Forecasting (Order Forecasting and SRM Integration)

• Account Forecast object: A concept unique to Manufacturing Cloud that manages transaction plans (procurement volume, price, delivery date) with a specific supplier at the Account level. It links the buyer’s procurement forecast with advance notices to suppliers within the system

• Run Rate Agreement: Manages actuals and plans for long-term contract manufacturing and ongoing procurement. Tracks target procurement volume, actual volume, and variance in real time. Visualizes “monthly procurement plan vs. actual order volume” on a dashboard

• Reverse use of Sales Agreements: There are implementation examples of applying Salesforce’s Sales Agreement concept (managing transaction commitments with customers) in the reverse direction (buyer to supplier), using it as a “Procurement Agreement”

Designing the Supplier Account

• RecordType design for Account: Add a “Supplier” RecordType to Salesforce’s standard Account object. Manage customer Accounts and supplier Accounts on the same platform while optimizing page layouts, fields, and related lists for suppliers

• Supplier scorecard: A custom object (ScoreCard__c) manages QCD (quality, cost, delivery) evaluations linked to supplier Accounts. It is common to integrate ERP quality data (defect rates, claim counts) with the Salesforce scorecard via MuleSoft APIs

• Supplier contact management: Key personnel at supplier companies (sales contacts, technical contacts, quality contacts) are managed as Contacts. Past interactions (emails, meeting notes) can be viewed by everyone via Salesforce’s Activity Timeline

2-2　What Can and Cannot Be Done (Specific Functional Level)

Function category	Specifically what can be done	Specifically what cannot be done / constraints
Supplier information management	· Centralized management of supplier companies and contacts · Document management (certificates, contracts) via file attachments · Automatic recording of communication history · Add industry-specific information via custom fields (ISO certification numbers, import categories, etc.)	· There is no native supplier registration portal (self-service registration). Custom implementation via an AppExchange app or Experience Cloud (formerly Community Cloud) is required · A data loader tool is required for bulk registration/migration of large numbers of suppliers
Procurement planning / advance notice management	· Manage procurement advance-notice plans with Account Forecast · Import ERP (e.g., SAP) demand planning data via MuleSoft and visualize it in Salesforce · Track advance-notice change history	· Real-time inventory/MRP integration with ERP is not standard. An integration layer such as MuleSoft/CPI is required · There is no automatic MRP calculation function (Salesforce does not have ERP functionality)
Sourcing and quote management	· Manage RFx events via cases or custom objects · Agentforce AI automatically generates quote comparisons and recommendations · Migration of award results to a contract workspace	· No functionality as a reverse-auction/e-bidding tool (functionality equivalent to Ariba Sourcing is not provided as standard) · Bulk RFx distribution to multiple suppliers requires custom implementation
Contract management	· Contract record management, expiration alerts, and e-signature integration (DocuSign) on CRM · Contract terms designed via custom fields	· Contract clause libraries and standard clause management are not as robust as dedicated CLM products such as Ariba or Icertis · Complex contract template management requires additional development or an AppExchange CLM product
Purchase order processing / invoice matching	· Order management is possible with custom objects · Publish POs to suppliers via Experience Cloud	· PO processing, 3-way matching, and electronic invoice receipt are outside Salesforce’s primary purpose · If these are the primary requirements, Ariba or Coupa is appropriate
ESG / Scope 3 management	· Calculate Scope 3 Categories 1/4/11 with Net Zero Cloud based on procurement spend × emission factors · Data collection flow for actual emissions by supplier · Tracking of suppliers with SBT (Science Based Targets) set	· Emission calculation accuracy centers on the factor-based (spend-based) method. Activity-based, higher-precision calculation requires additional data collection · Detailed transport emission calculations for logistics Scope 3 (Category 9) require integration with a dedicated tool

Chapter 3　Net Zero Cloud: Scope 3 Supplier Engagement

3-1　What Are Scope 3 Emissions in Manufacturing?

Scope 3 of greenhouse gas emissions refers to value-chain-wide emissions other than a company’s own direct emissions (Scope 1) and emissions from purchased energy (Scope 2). In manufacturing, “purchased goods and services (Category 1),” “transportation and distribution (Categories 4 and 9),” and “use of sold products (Category 11)” are often the largest sources of emissions. Amid the global wave of mandatory Scope 3 disclosure (EU CSRD, the US SEC climate disclosure rules, Japan’s TCFD), collecting actual emissions data from suppliers has become an urgent priority.

3-2　A Detailed Look at Net Zero Cloud Functionality

• Scope 3 Hub: Ingests procurement spend data (order data from ERP and Salesforce) and automatically estimates Scope 3 emissions by multiplying it by category-specific emission factors (a factor library compliant with EPA, IEA, and IPCC standards). Spend-based calculation can be performed with a single click

• Carbon footprint by supplier: Automatically calculates the Scope 3 carbon footprint for each supplier Account and displays a ranking of top-emitting suppliers. Identifies priority suppliers for reduction efforts

• Supplier engagement flow: Automates three flows: requests to set SBTs (Science Based Targets), requests for activity-based data provision, and GHG inventory sharing. Sequenced emails, tasks, and response collection designed in Flow Builder run automatically

• Supplier Scorecard (ESG integration): Integrates ESG scores (Scope 3 data-provision rate, SBT-setting status, ESG certification acquisition) into the existing QCD scorecard. Quantitatively embeds ESG into procurement selection criteria

• Goal-tracking dashboard: Visualizes current reduction progress toward Net Zero targets, forecast goal attainment, and reduction status by supplier in a real-time dashboard

3-3　Salesforce’s Own Scope 3 Supplier Initiatives (For Reference)

In its own procurement and supplier management, Salesforce has implemented an advanced initiative that requires suppliers to set SBTs. This serves as a reference case for other major companies.

• Initiative content (the “Require, Enable, Incentivize” model): (1) Require: Incorporate SBT-setting clauses into new supplier contracts, and make SBT-setting a condition for contract renewal for suppliers that have not yet set one. (2) Enable: Provide suppliers with support resources for the SBT-setting process and for developing a carbon-reduction roadmap. (3) Incentivize: Consider favoring ESG-strong suppliers in procurement selection and offering preferential unit pricing for long-term contracts

• Collection method: Uses Net Zero Cloud’s supplier engagement functionality. Suppliers enter data directly via the Salesforce portal (Experience Cloud)

◆ Salesforce’s own “Require, Enable, Incentivize” model has been adopted as a reference case by many global companies as a practical approach to reducing Scope 3 emissions in manufacturing. It is particularly easy for large Tier 1 companies with strong negotiating power to make such requests of their suppliers.

Chapter 4　Procurement Automation with Agentforce AI

4-1　Key Agentforce Use Cases in Procurement Operations

Since 2025, Agentforce (formerly Einstein AI) has evolved from a simple predictive/recommendation AI into an “autonomous execution agent.” In procurement operations as well, it provides functionality to autonomously execute certain routine tasks without human approval.

Agentforce use case	Tasks that can be automated	Areas requiring human approval	Expected effect
Quote request automation (RFQ Agent)	Simply enter the target item, quantity, and specifications into a Salesforce form, and the AI automatically sends RFQ emails to target suppliers in a single batch. Reminders for response deadlines are also executed automatically	Final supplier selection and award decisions are always made by a human	Reduces quote-process preparation effort by 50-70%
Quote comparison and recommendation (Bid Analysis Agent)	The AI automatically collects quote responses from suppliers and generates a comparison table. It presents a recommended supplier by weighted scoring of price, lead time, quality terms, and ESG score	Humans review, confirm, and make the final decision on the recommendation	Reduces comparison/analysis effort by 60-80%
Contract renewal management (Contract Renewal Agent)	Automatically detects contracts 30-90 days before expiration, alerts the responsible staff member, and automatically sends a renewal inquiry email to the supplier	The staff member negotiates and agrees on renewal terms	Eliminates the risk of procurement stoppage due to contract expiration
Supplier onboarding (Onboarding Agent)	The AI automatically executes information requests, questionnaire distribution, and document collection for candidate new suppliers, and automatically tracks document receipt status	Registration approval and rating decisions are made by staff	Shortens onboarding time by 40% compared to before
ESG data collection (Net Zero Agent)	Automatically executes email sequences for Scope 3 data-provision requests and SBT-setting requests. Automates follow-up with non-responding suppliers	Data validation and final ESG score approval are handled by staff	Significantly improves ESG data collection rates (cases achieving response rates of 70% or higher)

4-2　What Cannot Be Done (The Limits of Agentforce)

⚠ While Agentforce has strengths in automating “routine, repetitive information gathering, notification, and comparison” tasks, AI cannot replace “price negotiation, interest coordination, compliance judgment, and final decision-making” — human involvement is always required. The expectation that “AI will fully automate procurement” is, at present, excessive; the accurate positioning is that it “automates supporting tasks under human judgment.”

• What cannot be done (1): In-person or telephone price negotiations. Agentforce can automate information gathering via email and forms, but it cannot conduct real-time negotiation dialogue

• What cannot be done (2): Real-time ordering decisions based on inventory and production plans integrated with ERP/MRP. Because Salesforce is not an inventory management system, “automatically ordering when inventory falls below X units” requires a separate API integration design with ERP

• What cannot be done (3): Legal and compliance judgments (export control regulations, tariff classification, country-of-origin certification decisions). These require expert review as a matter of necessity

• What cannot be done (4): Automatic execution of high-value orders outside the approval flow. AI automatic execution is valid only within the scope of rules established in Salesforce’s Approval Process

Chapter 5　Use Cases

5-1　Case 1: Supplier Risk Management at a Global Precision Parts Manufacturer

A precision parts manufacturer with manufacturing sites in multiple countries (annual revenue of approximately ¥300 billion) implemented Salesforce Manufacturing Cloud and Supplier Risk Scoring in response to geopolitical risk. Drawing lessons from the 2022-2023 semiconductor shortage and concentration in suppliers from specific countries, it achieved visibility into the risk of its supplier portfolio.

• Pre-implementation challenge: Over 70% of key components depended on three or fewer suppliers in a specific region. Risk was managed by staff “intuition”

• Implementation: Added custom risk-score fields to supplier Accounts (400 companies) in Salesforce. Implemented a scoring logic in Apex that combines D&B credit data, geopolitical risk APIs, and in-house QCD evaluations

• Effect: Systematically identified single-source-risk items (87 items). Managed the alternative-supplier development plan in Salesforce as a three-year roadmap. Maintained zero major supply chain disruptions

5-2　Case 2: Scope 3 Supplier Engagement at a Chemical Manufacturer

A major chemical manufacturer headquartered in Europe implemented Scope 3 management and supplier engagement using Net Zero Cloud. Compliance with the EU CSRD (Corporate Sustainability Reporting Directive) was the primary driver.

• Challenge: Purchased raw materials (Scope 3 Category 1) accounted for approximately 65% of total emissions, but there was no actual emissions data by supplier. Disclosure accuracy was limited by relying solely on spend-based estimates

• Net Zero Cloud usage: Automatically requested actual emissions data from the top 150 suppliers via an Agentforce email sequence. Achieved a 68% response rate within three months (versus 30% or less under manual operation)

• ESG integration: Integrated Scope 3 data provision and SBT-setting status into the supplier scorecard. Revised the criteria so that ESG score accounts for 15% of the evaluation axis in the next procurement selection (RFQ evaluation)

• Effect: Achieved a 52% shift from spend-based estimation to activity-based calculation (against a target of 50%). Reduced the effort to produce CSRD-compliant reports by 70% compared to before

5-3　Case 3: Indirect Procurement Reform at a Major Industrial Machinery Manufacturer

A major industrial machinery manufacturer (20,000 employees) implemented a reform to centrally manage indirect procurement — factory MRO (maintenance, repair, and operations) consumables and office supplies — on Salesforce.

• Challenge: Indirect procurement was handled individually at each site. Annual procurement spend visibility was lacking, and duplicate suppliers and missed price-negotiation opportunities had become the norm

• Salesforce implementation: Built the procurement request form with Salesforce Flow. Automated a three-stage approval flow. Automatically generated monthly spend reports by category with Einstein Analytics

• Agentforce usage: Agentforce automatically executes quote requests, comparisons, and order initiation for routine consumables under ¥100,000. Staff intervene only for high-value or non-routine items

• Effect: Reduced average lead time from procurement request to order from 5.2 days to 1.4 days. Cost reduction rate in the indirect procurement category: 12% in the first year (from supplier consolidation and volume negotiation). Reduced routine workload for procurement staff by an average of 13 hours per week

5-4　Case 4: Manufacturing Cloud Usage at an Automotive Manufacturer’s Supplier

A Tier 1 supplier (an automotive parts manufacturer) to a major automotive OEM implemented Manufacturing Cloud and linked management of order forecasts from the OEM with its own secondary procurement (ordering to Tier 2 suppliers).

• Challenge: When the OEM’s advance-notice forecasts changed (plan changes, sudden increases or decreases), communication of revisions to its own factory plan and secondary procurement plan was delayed, resulting in excess inventory and stockouts

• Implementation: Imported advance-notice data from the OEM’s EDI/API into Salesforce Manufacturing Cloud via MuleSoft. Visualized advance-notice plans using the Account Forecast object

• Effect: Reduced the average time to reflect OEM forecast changes from 24 hours to 3 hours. Automated notification of changes to secondary procurement suppliers, reducing excess inventory by 15%

Summary: Decision Criteria for Using Salesforce as an SRM

Requirement	Can Salesforce handle it	Needs to be combined with other tools
Supplier relationship management (CRM-style SRM)	◎ Salesforce’s core strength. Integrated management of Accounts, Contacts, scorecards, and activity history	–
Scope 3 emissions management / supplier engagement	◎ Net Zero Cloud. Automated collection flow via Agentforce	Higher-precision LCA (life cycle assessment) requires integration with specialized tools
Electronic ordering / purchase order processing / 3-way matching	△ Possible via custom implementation, but not recommended	Adopt Ariba or Coupa as the primary P2P system, with Salesforce integrated as the SRM layer
Advanced sourcing (reverse auctions, e-bidding)	△ Basic RFx is possible via custom implementation	Functionality equivalent to Ariba Sourcing is not available natively
ESG / risk monitoring automation	◎ Automated notification, collection, and alerting via Agentforce	–
ERP inventory / MRP integration	△ Possible via MuleSoft/API, but with significant additional implementation cost	There is no native integration like SAP Ariba + CIG. iPaaS design is required

(This report was created based on publicly available Salesforce information, Forrester research, SBTi case studies, and Simplus research (2025-2026).)