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市场调查报告书
商品编码
1853546
按组件、部署模式、组织规模和行业垂直领域分類的流程挖掘市场 - 全球预测,2025-2032 年Process Mining Market by Component, Deployment Mode, Organization Size, Industry Vertical - Global Forecast 2025-2032 |
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预计到 2032 年,流程挖掘市场将成长至 142 亿美元,复合年增长率为 20.66%。
| 关键市场统计数据 | |
|---|---|
| 基准年 2024 | 31.6亿美元 |
| 预计年份:2025年 | 38.2亿美元 |
| 预测年份 2032 | 142亿美元 |
| 复合年增长率 (%) | 20.66% |
流程挖掘已从一门学术学科发展成为一项策略能力,使组织能够捕获、理解并持续改进其业务流程。流程挖掘能够发现偏差和低效之处,并为有针对性的干预措施提供信息,从而提高吞吐量、合规性和客户体验。这项技术的核心价值在于其能够将事件数据转化为可操作的流程智能,从而减少对轶事和手动流程图绘製的依赖。
随着资料架构的现代化以及企业越来越多地采用云端原生和混合部署,流程挖掘解决方案的整合和扩展也变得更加简单。这种转变降低了转型团队的进入门槛,并在采购、订单到付款、发票处理、製造营运等领域催生了新的应用场景。此外,演算法发现、一致性检查和增强模组的改进,使负责人能够从静态简介转向持续的流程监控,从而实现近乎即时的决策和更主动的控制。这些发展为高阶主管将流程挖掘作为数位转型策略的优先事项提供了强有力的论点。
技术和组织趋势的融合正在重塑流程挖掘格局,并放大其策略影响力。首先,人工智慧和机器学习模型的成熟提高了流程发现的深度和易用性,从而能够进行更精准的根本原因分析和预测性洞察。其次,可组合架构和低程式码整合平台的兴起,使得流程挖掘更容易与执行系统和编配层连接,从而能够将洞察转化为自动化操作。
同时,不断变化的买家期望正促使供应商的蓝图从工具转向结果导向。变革型领导者现在优先考虑将软体功能与专业服务和基于结果的合作模式相结合的打包解决方案。因此,託管服务和供应商主导的交付在产品采用过程中发挥越来越重要的作用,尤其是在那些缺乏深厚资料工程或审核优化能力的组织中。强调透明度和审核的法规进一步影响这些动态。流程挖掘能够提供不可篡改的、资料驱动的审核跟踪,这使其在合规性、风险管理和持续管理监控方面的重要性日益凸显。
2025 年美国关税政策对全球供应链以及与流程挖掘技术采用和部署策略相关的技术采购产生了深远影响。本地部署所需的关键硬体组件以及整合商使用的第三方设备都面临成本压力和前置作业时间延长的问题,促使一些企业重新评估本地部署的总成本和可行性。因此,许多转型领导者正在加快对云端优先部署和平台即服务 (PaaS) 模式的评估,以避免资本密集采购并获得更大的供应商选择灵活性。
除了硬体之外,关税主导的供应商关係重组也影响了供应商生态系统。系统整合和服务供应商调整了交付模式,以适应近岸外包和多供应商采购,而软体供应商则专注于轻量级的订阅式服务,以最大限度地减少领先采购摩擦。在受监管行业,由于供应链变化可能影响审核和服务连续性,关税政策更加重视合约中关于託管位置、资料驻留和支援模式的清晰度。总而言之,2025 年的关税改革正在推动市场向云端原生架构、灵活的商业条款以及对供应商韧性和合约风险缓解的更高重视方向发展。
从组件视角出发的洞察表明,企业正在平衡服务和软体之间的投资,这反映了其成熟度和资源配置的差异。在服务领域,託管服务吸引着那些寻求外包持续监控和营运的企业;专业服务对于复杂的实施至关重要;咨询和顾问在策略和管治中发挥主导作用;实施和整合提供技术支援;而支援和维护则为长期应用奠定了基础。一致性检查为审核和合规团队提供检验功能;流程发现满足了业务流程拥有者的可见性和映射需求;流程增强模组则为营运团队提供最佳化和自动化触发器。
在考虑部署模式时,云端和本地部署各有优劣。云端以平台即服务 (PaaS) 或软体即服务 (SaaS) 的形式交付,适合那些寻求快速实现价值、弹性容量和降低基础设施开销的团队。本地部署则适用于对资料驻留、延迟或整合有严格限制的组织,其授权和订阅授权模式也满足了不同的采购偏好。大型企业,包括财富 500 强公司,通常追求企业级管治、深度整合和客製化管理服务,而中小型企业则更注重成本效益、打包用例和简化部署。银行业、资本市场和保险业需要严格的控制和审核;医疗保健细分领域(例如生物技术、医疗服务提供者和製药公司)需要保护病患隐私和监管可追溯性;IT 服务、软体供应商和通讯优先考虑流程敏捷性和客户经验;製造业的离散製造和流程製造领域优先编配营运能力和零售和零售业(零售和零售业这些细分錶明,成功的专案设计必须协调组件选择、部署类型、组织规模和行业特定要求,以建立连贯的实施蓝图。
区域动态对流程挖掘的优先顺序和最佳实务有显着影响。在美洲,企业通常受益于成熟的云端生态系、强大的企业自动化专案以及支援以结果主导的服务生态系统。该地区的采购决策往往优先考虑能够体现整合速度、供应商生态系统相容性和营运投资回报率的指标。在欧洲、中东和非洲,由于管理体制的多样性以及云端采用程度的差异,买家更加重视资料驻留、合规性检查以及本地交付伙伴关係关係,以应对跨司法管辖区的要求。在这些地区,拥有复杂遗留资产的企业通常会选择混合架构,以平衡本地管理和云端基础的分析。
亚太地区正经历快速的数位化,製造业和零售业对自动化的兴趣日益浓厚。该地区的服务交付模式通常会整合近岸和本地合作伙伴,以应对语言、合规性和行业差异等问题。在整个亚太地区,地缘政治格局的变化和供应链的考量正促使人们越来越关注供应商的多样性和合约的灵活性,采购团队也越来越重视清晰的服务等级协定 (SLA)、可预测的支援模式和资料可携性选项。这些区域差异凸显了製定细緻入微、在地化部署策略的必要性,这些策略需要将管治、商业条款和技术架构与当地的限制和业务目标相协调。
流程挖掘生态系统中的企业行为体现了产品创新、市场多元化以及对结果导向服务的关注。现有软体供应商正在增加对一致性和增强模组的投资,增加能够提升与编配和机器人流程自动化平台互通性的功能。同时,专注于流程挖掘的专业供应商不断突破发现演算法和易用性的界限,简化非专业分析师和流程所有者的入门流程。服务供应商,包括全球整合商和区域专家,正透过提供结合监控、异常检测和修復方案的託管服务来实现持续营运改进,从而实现差异化竞争优势。
伙伴关係和生态系统已成为供应商格局的核心策略。与云端超大规模资料中心业者云端服务商、工作流程编配平台和产业顾问公司建立合作关係,使企业能够提供捆绑式解决方案,从而减少整合摩擦并加快价值实现速度。企业也展现出商业创新精神,采用订阅、基于结果和按需付费的定价模式,使奖励与客户的商业性目标一致。供应商正在投资数据工程、流程优化和专业顾问技能提升项目,以帮助客户有效地将洞察转化为实际应用。总而言之,这些措施表明,兼具产品广度、卓越交付能力和灵活商业模式的企业最有希望赢得客户的持续青睐。
行业领导者应优先考虑务实且以价值为导向的方法,超越先导计画,建立永续的营运模式。首先,将流程挖掘倡议与具体的业务成果(例如缩短週期时间、确保合规性或降低服务成本)挂钩,并建立由流程团队和技术团队共同负责的可衡量关键绩效指标 (KPI)。然后,设计部署策略,在内部资源有限时选择性地利用託管服务,并根据资料驻留、延迟和整合复杂性选择云端架构或本地部署架构。这种组合既能加速价值实现,又能确保对敏感工作负载的控制。
此外,领导者必须投资于人才和管治。建立一个跨职能的管治论坛,成员包括流程负责人、IT、安全和合规部门,并制定一份优先排序的变更待办事项清单,明确责任制。投资于培训项目,使流程分析师和资料工程师能够接触到实际操作人员,并建立内部能力以持续改进。最后,纳入合约保障措施和供应商风险评估,以降低供应链中断和关税带来的风险,并协商灵活的条款,从而在无需承担沉重资本负担的情况下实现规模化发展。遵循这些步骤将有助于组织将流程挖掘从战术性的概念验证练习转变为可重复的、企业级的能力,从而推动可衡量的业务成果。
本执行摘要的研究采用了混合方法,结合了质性访谈、结构化二手资料分析和实践者检验,以确保研究结果的稳健性和实用性。主要研究方法包括对变革领导者、流程负责人和供应商产品主管的访谈,以获取关于采纳驱动因素、实施挑战和价值实现模式的第一手观点。二手资料分析利用了公开的技术文件、监管指南和供应商产品资料,以绘製解决方案的功能和整合模式。此外,还举办了实践者检验研讨会,以检验新出现的主题,并根据实际实施情况完善建议措施。
透过三角测量和交叉检验,确保了分析的严谨性。将访谈中获得的见解与观察到的产品功能和已记录的用例进行比较,并透过后续沟通,揭示并协调不同的观点。调查方法强调假设的透明度,并清楚记录用例原型、管治模型和部署权衡。在适当情况下,考虑了区域监管差异和关税主导的采购变化,以确保研究结果适用于不同的企业环境。这种方法确保了结论和建议既体现了策略思维,又兼顾了营运可行性。
流程挖掘在企业转型议程中扮演着日益重要的策略角色,它能够清楚地展现营运的实际执行方式,并支持采取针对性措施来提升效率、合规性和客户体验。更强大的演算法、更灵活的部署选项以及不断发展的服务经济,意味着企业现在可以根据自身的营运模式、监管要求和策略重点来采用流程挖掘。然而,要实现持久价值,仅仅获取技术是不够的;它还需要管治、专业的从业人员以及能够超越单一用例规模化应用的商业性安排。
在应对采购流程的复杂性、区域差异以及不断变化的关税环境时,那些优先考虑结果一致性、投资于内部能力建设并选择能够实现端到端运营的合作伙伴的企业,将更有能力把洞察力转化为可重复的业务成果。这意味着要将流程挖掘视为长期能力,而非一次性计划,并建立投资结构,以推动持续改进、增强韧性并带来可衡量的营运影响。
The Process Mining Market is projected to grow by USD 14.20 billion at a CAGR of 20.66% by 2032.
| KEY MARKET STATISTICS | |
|---|---|
| Base Year [2024] | USD 3.16 billion |
| Estimated Year [2025] | USD 3.82 billion |
| Forecast Year [2032] | USD 14.20 billion |
| CAGR (%) | 20.66% |
Process mining has matured from an academic discipline into a strategic capability that enables organizations to see, understand, and continuously improve their operational processes. Leaders across industries now view process mining as a foundational element of enterprise automation, serving both diagnostic and prescriptive roles: it uncovers deviations and inefficiencies, and it informs targeted interventions that improve throughput, compliance, and customer experience. The technology's core value lies in converting event data into actionable process intelligence, thereby reducing reliance on anecdote and manual process mapping.
As data architectures have modernized and organizations increasingly embrace cloud-native and hybrid deployments, process mining solutions have become simpler to integrate and scale. This shift has lowered the barrier to entry for transformation teams and opened new use cases across procurement, order-to-cash, claims processing, and manufacturing operations. Furthermore, improvements in algorithmic discovery, conformance checking, and enhancement modules allow practitioners to move from static snapshots to continuous process monitoring, enabling near real-time decisioning and more proactive controls. Together, these developments create a compelling case for executives to prioritize process mining as part of their digital transformation agendas.
The landscape for process mining is being reshaped by converging technological and organizational trends that collectively amplify its strategic impact. First, the maturation of AI and machine learning models has elevated the depth and usability of process discovery, enabling more accurate root-cause analysis and predictive insights. Second, the rise of composable architectures and low-code integration platforms has made it easier to connect process mining to execution systems and orchestration layers, turning insight into automated action.
In parallel, changing buyer expectations are shifting vendor roadmaps toward outcomes rather than tools. Transformation leaders now prioritize packaged solutions that combine software capability with professional services and outcome-based engagement models. As a result, managed services and vendor-led delivery play a larger role in adoption, particularly for organizations lacking deep data engineering or process excellence capacity. These dynamics are further influenced by regulatory emphasis on transparency and auditability; process mining's ability to provide immutable, data-driven audit trails increases its relevance for compliance, risk management, and continuous controls monitoring. Collectively, these transformative shifts are redefining how enterprises select, deploy, and scale process mining capabilities across their operations.
The tariff environment introduced by the United States in 2025 has produced reverberations across global supply chains and technology procurement that are relevant to process mining adoption and deployment strategies. Hardware components critical to on-premises deployments, along with third-party appliances used by integrators, have experienced cost pressure and longer lead times, prompting some organizations to reassess the total cost and feasibility of local installations. Consequently, many transformation leaders have expedited evaluations of cloud-first deployments and platform-as-a-service models to avoid capital-intensive purchases and to gain greater flexibility in supplier sourcing.
Beyond hardware, the tariff-driven recalibration of supplier relationships has influenced the vendor ecosystem. System integrators and service providers have adjusted delivery models to accommodate nearshoring and multi-vendor sourcing, while software vendors have emphasized lightweight, subscription-based offerings that minimize upfront procurement friction. In regulated industries, the tariffs have heightened attention to contractual clarity around hosting locations, data residency, and support models, because changes in supply chains can affect auditability and continuity of service. Taken together, the 2025 tariff changes have nudged the market toward cloud-native architectures, flexible commercial terms, and a stronger focus on supplier resilience and contractual risk mitigation.
Insights drawn from a component-oriented view show that organizations are balancing investments between services and software in ways that reflect differing maturity and resourcing profiles. Within services, managed services attract organizations seeking to outsource continuous monitoring and operationalization, while professional services remain essential for complex implementations; consulting and advisory play a leading role in strategy and governance, implementation and integration deliver technical enablement, and support and maintenance underpin long-term adoption. Software choices follow complementary patterns: conformance checking provides auditors and compliance teams with verification capabilities, process discovery addresses visibility and mapping requirements for business process owners, and process enhancement modules deliver optimization and automation triggers for operations teams.
When examining deployment modes, cloud and on-premises options present distinct trade-offs. Cloud offerings-available as platform-as-a-service and software-as-a-service-appeal to teams seeking rapid time-to-value, elastic capacity, and reduced infrastructure overhead. On-premises choices are pursued by organizations with strict data residency, latency, or integration constraints, with licensed and subscription licensing models catering to differing procurement preferences. Organizational size further shapes adoption paths: large enterprises, including Fortune 500 entities, often pursue enterprise-grade governance, deep integrations, and bespoke managed service arrangements, whereas small and medium enterprises-spanning medium and small enterprises-prioritize cost-efficiency, packaged use cases, and simplified onboarding. Industry verticals introduce additional nuance: banking, capital markets, and insurance demand rigorous controls and auditability; healthcare subsegments such as biotechnology, providers, and pharmaceuticals require patient privacy and regulatory traceability; IT services, software providers, and telecommunications focus on process agility and customer experience; manufacturing's discrete and process manufacturing subsegments emphasize operational efficiency and throughput; and retail and consumer goods, including consumer goods and retail, concentrate on order fulfillment, returns, and omnichannel orchestration. Together, these segmentation lenses illustrate that successful program design requires aligning component choices, deployment modes, organizational scale, and vertical-specific requirements to create a coherent adoption roadmap.
Regional dynamics materially influence the priorities and adoption best practices for process mining. In the Americas, organizations often benefit from mature cloud ecosystems, strong enterprise automation programs, and service ecosystems that support outcome-driven engagements; procurement decisions in this region tend to prioritize integration speed, vendor ecosystem compatibility, and metrics that demonstrate operational ROI. Europe, Middle East & Africa combines diverse regulatory regimes and varying levels of cloud adoption, so buyers emphasize data residency, compliance-ready conformance checking, and local delivery partnerships to manage multi-jurisdictional requirements. In this region, organizations with complex legacy estates frequently opt for hybrid architectures that balance on-premises controls with cloud-based analytics.
Asia-Pacific exhibits fast-paced digitization, rising interest in automation across manufacturing and retail, and strong demand for scalable SaaS solutions that can support distributed operations. Regional service delivery models here commonly incorporate nearshore and local partners to address language, compliance, and industry nuance. Across all regions, geopolitical shifts and supply chain considerations have increased attention to supplier diversity and contractual flexibility, prompting procurement teams to insist on clear SLAs, predictable support models, and options for data portability. These regional distinctions underscore the need for a nuanced, geography-specific deployment strategy that aligns governance, commercial terms, and technical architecture with local constraints and business objectives.
Company behavior in the process mining ecosystem reflects a combination of product innovation, go-to-market diversification, and a greater emphasis on outcome-oriented services. Established software vendors have deepened investments in conformance and enhancement modules, adding features that improve interoperability with orchestration and robotic process automation platforms. Meanwhile, specialized pure-play vendors continue to push boundaries on discovery algorithms and usability, simplifying onboarding for citizen analysts and process owners. Service providers, both global integrators and regional specialists, are differentiating through managed service offerings that combine monitoring, anomaly detection, and remediation playbooks to deliver continuous operations improvements.
Across the vendor landscape, partnerships and ecosystem plays have become a central strategy. Alliances with cloud hyperscalers, workflow orchestration platforms, and industry-focused consulting firms allow companies to offer bundled solutions that lower integration friction and accelerate time-to-benefit. Commercial creativity is evident as firms adopt subscription, outcome-based, or consumption pricing models to align incentives with customers' operational goals. Talent strategies are also a competitive front: vendors invest in upskilling programs for data engineering, process excellence, and domain-specific consultants to ensure clients can operationalize insights effectively. Collectively, these behaviors suggest that companies that combine product breadth, delivery excellence, and flexible commercial models will be best positioned to win sustained adoption.
Industry leaders should prioritize a pragmatic, value-focused approach that moves beyond pilot projects to sustainable operating models. Begin by aligning process mining initiatives with specific business outcomes such as cycle time reduction, compliance assurance, or cost-to-serve improvement, and establish measurable KPIs that are owned jointly by process and technology teams. Then, design a deployment strategy that selectively leverages managed services when internal capacity is limited and selects cloud or on-premises architectures based on data residency, latency, and integration complexity. This combination helps accelerate value realization while preserving control over sensitive workloads.
Additionally, leaders must invest in people and governance. Build cross-functional governance forums that include process owners, IT, security, and compliance to ensure discoveries translate into prioritized change backlogs with clear accountability. Invest in training programs that create practitioner paths for process analysts and data engineers, enabling internal capability to sustain continuous improvement. Finally, incorporate contractual safeguards and supplier risk assessments to mitigate supply chain disruption and tariff-related exposure, and negotiate flexible commercial terms that allow scaling without onerous capital commitments. By following these steps, organizations can transition process mining from tactical proof-of-concept work into a repeatable, enterprise-grade capability that drives measurable operational outcomes.
The research underpinning this executive summary employed a mixed-methods approach combining primary qualitative interviews, structured secondary analysis, and practitioner validation to ensure robustness and practical relevance. Primary inputs included interviews with transformation leaders, process owners, and vendor product executives to capture first-hand perspectives on adoption drivers, deployment challenges, and value realization patterns. Secondary analysis drew on publicly available technical documentation, regulatory guidance, and vendor product literature to map solution capabilities and integration patterns. Practitioner validation workshops were held to test emergent themes and to refine recommended actions based on implementation realities.
Analytical rigor was maintained through triangulation and cross-verification: insights from interviews were compared against observed product capabilities and documented use cases, and divergent viewpoints were surfaced and reconciled through follow-up engagements. The methodology emphasized transparency in assumptions and clear documentation of use-case archetypes, governance models, and deployment trade-offs. Where appropriate, sensitivity to regional regulatory variations and tariff-driven procurement shifts was incorporated to ensure findings remain applicable across diverse enterprise contexts. This approach ensures that the conclusions and recommendations reflect both strategic thinking and operational feasibility.
Process mining occupies an increasingly strategic position in enterprise transformation agendas, providing clarity into how work actually executes and enabling targeted actions that improve efficiency, compliance, and customer outcomes. The combination of stronger algorithms, more flexible deployment options, and an expanding services economy means that organizations can now adopt process mining in ways that reflect their operating model, regulatory obligations, and strategic priorities. However, realizing sustained value requires more than technology acquisition; it demands governance, skilled practitioners, and commercial arrangements that enable scaling beyond isolated use cases.
As organizations navigate procurement complexities, regional nuances, and changing tariff environments, those that prioritize outcome alignment, invest in internal capability, and select partners who can deliver end-to-end operationalization will be best positioned to convert insight into repeatable business results. The imperative for leaders is clear: treat process mining as an enduring capability rather than a one-off project, and structure investments to drive continuous improvement, resilience, and measurable operational impact.