What tips would you add to the following when making a business case for procurement technology (like RPA)?

Tip #1 Be clear about the problem (or opportunity) that we are trying to address. Define your problem in an agnostic way and explore all potential solutions to the problem. Tip #2 The point is that investing in technology may not be the only or the most appropriate solution. Don’t ‘back fit’ a technology solution to a problem without exploring other potential solutions Tip #3 Baseline the ‘as is’ situation as accurately as you can. The distinction between tangible and intangible impacts of technology is important as, by definition, we can’t measure intangible impacts. But without a baseline, we can’t scale the benefits Tip #4 The benefits from improved procurement throughput (doing existing things better) or getting better outcomes (doing new and different things) will often far outweigh time efficiency benefits Tip #5 Classify your benefits into tangible (measurable) benefits and intangible benefits. Tangible benefits need to be credible and evidence based. Good practice is to relate benefits to corporate goals and priorities Tip #6 Benefit projections are often conditional upon assumptions. Validate that your assumptions are realistic, and consider expressing benefits as a range, with ‘best case’ and ‘worst case’ outcomes as a form of sensitivity analysis (source: http://aquiliti.com.au/business-case-rpa/)