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市場調查報告書
商品編碼
1853546
按組件、部署模式、組織規模和行業垂直領域分類的流程挖掘市場 - 全球預測,2025-2032 年Process Mining Market by Component, Deployment Mode, Organization Size, Industry Vertical - Global Forecast 2025-2032 |
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預計到 2032 年,流程挖掘市場將成長至 142 億美元,複合年成長率為 20.66%。
| 關鍵市場統計數據 | |
|---|---|
| 基準年 2024 | 31.6億美元 |
| 預計年份:2025年 | 38.2億美元 |
| 預測年份 2032 | 142億美元 |
| 複合年成長率 (%) | 20.66% |
流程挖掘已從一門學術學科發展成為一項策略能力,使組織能夠捕獲、理解並持續改進其業務流程。流程挖掘能夠發現偏差和低效之處,並為有針對性的干涉措施提供資訊,從而提高吞吐量、合規性和客戶體驗。這項技術的核心價值在於其能夠將事件數據轉化為可操作的流程智慧,從而減少對軼事和手動流程圖繪製的依賴。
隨著資料架構的現代化以及企業擴大採用雲端原生和混合部署,流程挖掘解決方案的整合和擴展也變得更加簡單。這種轉變降低了轉型團隊的進入門檻,並在採購、訂單到付款、發票處理、製造營運等領域催生了新的應用場景。此外,演算法發現、一致性檢查和增強模組的改進,使負責人能夠從靜態簡介轉向持續的流程監控,從而實現近乎即時的決策和更主動的控制。這些發展為高階主管將流程挖掘作為數位轉型策略的優先事項提供了強力的論點。
技術和組織趨勢的融合正在重塑流程挖掘格局,並放大其策略影響力。首先,人工智慧和機器學習模型的成熟提高了流程發現的深度和易用性,從而能夠進行更精準的根本原因分析和預測性洞察。其次,可組合架構和低程式碼整合平台的興起,使得流程挖掘更容易與執行系統和編配層連接,從而能夠將洞察轉化為自動化操作。
同時,不斷變化的買家期望正促使供應商的藍圖從工具轉向結果導向。變革型領導者現在優先考慮將軟體功能與專業服務和基於結果的合作模式相結合的打包解決方案。因此,託管服務和供應商主導的交付在產品採用過程中發揮越來越重要的作用,尤其是在那些缺乏深厚資料工程或審核最佳化能力的組織中。強調透明度和審核的法規進一步影響這些動態。流程挖掘能夠提供不可篡改的、資料驅動的審核追蹤,這使其在合規性、風險管理和持續管理監控方面的重要性日益凸顯。
2025 年美國關稅政策對全球供應鏈以及與流程挖掘技術採用和部署策略相關的技術採購產生了深遠影響。本地部署所需的關鍵硬體組件以及整合商使用的第三方設備都面臨成本壓力和前置作業時間延長的問題,促使一些企業重新評估本地部署的總成本和可行性。因此,許多轉型領導者正在加快對雲端優先部署和平台即服務 (PaaS) 模式的評估,以避免資本密集採購並獲得更大的供應商選擇靈活性。
除了硬體之外,關稅主導的供應商關係重組也影響了供應商生態系統。系統整合和服務供應商調整了交付模式,以適應近岸外包和多供應商採購,而軟體供應商則專注於輕量級的訂閱式服務,以最大限度地減少領先採購摩擦。在受監管行業,由於供應鏈變化可能影響審核和服務連續性,關稅政策更加重視合約中關於託管位置、資料駐留和支援模式的清晰度。總而言之,2025 年的關稅改革正在推動市場向雲端原生架構、靈活的商業條款以及對供應商韌性和合約風險緩解的更高重視方向發展。
從組件視角出發的洞察表明,企業正在平衡服務和軟體之間的投資,這反映了其成熟度和資源配置的差異。在服務領域,託管服務吸引著那些尋求外包持續監控和營運的企業;專業服務對於複雜的實施至關重要;諮詢和顧問在策略和管治中發揮主導作用;實施和整合提供技術支援;而支援和維護則為長期應用奠定了基礎。一致性檢查為審核和合規團隊提供檢驗功能;流程發現滿足了業務流程擁有者的可見性和映射需求;流程增強模組則為營運團隊提供最佳化和自動化觸發器。
在考慮部署模式時,雲端和本地部署各有優劣。雲端以平台即服務 (PaaS) 或軟體即服務 (SaaS) 的形式交付,適合那些尋求快速實現價值、彈性容量和降低基礎設施開銷的團隊。本地部署則適用於對資料駐留、延遲或整合有嚴格限制的組織,其授權和訂閱授權模式也滿足了不同的採購偏好。大型企業,包括財富 500 強公司,通常追求企業級管治、深度整合和客製化管理服務,而中小型企業則更注重成本效益、打包用例和簡化部署。銀行業、資本市場和保險業需要嚴格的控制和審核;醫療保健細分領域(例如生物技術、醫療服務提供者和製藥公司)需要保護病患隱私和監管可追溯性;IT 服務、軟體供應商和通訊優先考慮流程敏捷性和客戶經驗;製造業的離散製造和流程製造領域優先編配營運能力和零售和零售業(零售和零售業這些細分錶明,成功的專案設計必須協調組件選擇、部署類型、組織規模和行業特定要求,以建立連貫的實施藍圖。
區域動態對流程挖掘的優先順序和最佳實務有顯著影響。在美洲,企業通常受益於成熟的雲端生態系、強大的企業自動化專案以及支援以結果主導的服務生態系統。該地區的採購決策往往優先考慮能夠體現整合速度、供應商生態系統相容性和營運投資回報率的指標。在歐洲、中東和非洲,由於管理體制的多樣性以及雲端採用程度的差異,買家更加重視資料駐留、合規性檢查以及本地交付夥伴關係關係,以應對跨司法管轄區的要求。在這些地區,擁有複雜遺留資產的企業通常會選擇混合架構,以平衡本地管理和雲端基礎的分析。
亞太地區正經歷快速的數位化,製造業和零售業對自動化的興趣日益濃厚。該地區的服務交付模式通常會整合近岸和本地合作夥伴,以應對語言、合規性和行業差異等問題。在整個亞太地區,地緣政治格局的變化和供應鏈的考量正促使人們越來越關注供應商的多樣性和合約的靈活性,採購團隊也越來越重視清晰的服務等級協定 (SLA)、可預測的支援模式和資料可攜性選項。這些區域差異凸顯了製定細緻入微、在地化部署策略的必要性,這些策略需要將管治、商業條款和技術架構與當地的限制和業務目標相協調。
流程挖掘生態系統中的企業行為體現了產品創新、市場多元化以及對結果導向服務的關注。現有軟體供應商正在增加對一致性和增強模組的投資,增加能夠提升與編配和機器人流程自動化平台互通性的功能。同時,專注於流程挖掘的專業供應商不斷突破發現演算法和易用性的界限,簡化非專業分析師和流程所有者的入門流程。服務供應商,包括全球整合商和區域專家,正透過提供結合監控、異常檢測和修復方案的託管服務來實現持續營運改進,從而實現差異化競爭優勢。
夥伴關係和生態系統已成為供應商格局的核心策略。與雲端超大規模資料中心業者雲端服務商、工作流程編配平台和產業顧問公司建立合作關係,使企業能夠提供捆綁式解決方案,從而減少整合摩擦並加快價值實現速度。企業也展現出商業創新精神,採用訂閱、基於結果和按需付費的定價模式,使獎勵與客戶的商業性目標一致。供應商正在投資數據工程、流程最佳化和專業顧問技能提升項目,以幫助客戶有效地將洞察轉化為實際應用。總而言之,這些措施表明,兼具產品廣度、卓越交付能力和靈活商業模式的企業最有希望贏得客戶的持續青睞。
行業領導者應優先考慮務實且以價值為導向的方法,超越先導計畫,建立永續的營運模式。首先,將流程挖掘舉措與具體的業務成果(例如縮短週期時間、確保合規性或降低服務成本)掛鉤,並建立由流程團隊和技術團隊共同負責的可衡量關鍵績效指標 (KPI)。然後,設計部署策略,在內部資源有限時選擇性地利用託管服務,並根據資料駐留、延遲和整合複雜性選擇雲端架構或本地部署架構。這種組合既能加速價值實現,又能確保對敏感工作負載的控制。
此外,領導者必須投資於人才和管治。建立一個跨職能的管治論壇,成員包括流程負責人、IT、安全和合規部門,並制定一份優先排序的變更待辦事項清單,明確責任制。投資於培訓項目,使流程分析師和資料工程師能夠接觸到實際操作人員,並建立內部能力以持續改進。最後,納入合約保障措施和供應商風險評估,以降低供應鏈中斷和關稅帶來的風險,並協商靈活的條款,從而在無需承擔沉重資本負擔的情況下實現規模化發展。遵循這些步驟將有助於組織將流程挖掘從戰術性的概念驗證練習轉變為可重複的、企業級的能力,從而推動可衡量的業務成果。
本執行摘要的研究採用了混合方法,結合了質性訪談、結構化二手資料分析和實踐者檢驗,以確保研究結果的穩健性和實用性。主要研究方法包括對變革領導者、流程負責人和供應商產品主管的訪談,以獲取關於採納促進因素、實施挑戰和價值實現模式的第一手觀點。二手資料分析利用了公開的技術文件、監管指南和供應商產品資料,以繪製解決方案的功能和整合模式。此外,還舉辦了實踐者檢驗研討會,以檢驗新出現的主題,並根據實際實施情況完善建議措施。
透過三角測量和交叉檢驗,確保了分析的嚴謹性。將訪談中獲得的見解與觀察到的產品功能和已記錄的用例進行比較,並透過後續溝通,揭示並協調不同的觀點。調查方法強調假設的透明度,並清楚記錄用例原型、管治模型和部署權衡。在適當情況下,考慮了區域監管差異和關稅主導的採購變化,以確保研究結果適用於不同的企業環境。這種方法確保了結論和建議既體現了策略思維,又兼顧了營運可行性。
流程挖掘在企業轉型議程中扮演著日益重要的策略角色,它能夠清楚地展現營運的實際執行方式,並支持採取針對性措施來提升效率、合規性和客戶體驗。更強大的演算法、更靈活的部署選項以及不斷發展的服務經濟,意味著企業現在可以根據自身的營運模式、監管要求和策略重點來採用流程挖掘。然而,要實現持久價值,僅僅獲取技術是不夠的;它還需要管治、專業的從業人員以及能夠超越單一用例規模化應用的商業性安排。
在應對採購流程的複雜性、區域差異以及不斷變化的關稅環境時,那些優先考慮結果一致性、投資於內部能力建設並選擇能夠實現端到端營運的合作夥伴的企業,將更有能力把洞察力轉化為可重複的業務成果。這意味著要將流程挖掘視為長期能力,而非一次性計劃,並建立投資結構,以推動持續改進、增強韌性並帶來可衡量的營運影響。
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.