Saudi Arabia's megaproject programme is placing ever greater pressure on the coordination required in construction procurement, with the various demands of design changes, a multitude of dispersed suppliers, complex contractual interfaces and long delivery times all coming into play. While research into digitalisation has identified the potential for improved visibility and collaboration, it is rarely clear from that research how enterprise transaction controls and engagement with external suppliers should be arranged as one integrated process. This integrative review critically reviews 30 publications identified via DOI search between 2020 and 2025 in the areas of construction supply chain management, e-procurement, enterprise integration, supplier governance and sustainable delivery. The evidence was gathered via targeted literature discovery, a backward search of relevant reference lists and source level bibliographic checks. The review distinguishes between the actual challenges that are documented in the literature and the capabilities which could plausibly be realised through the use of SAP S/4HANA and SAP Ariba. Its key contribution is a six-layer procurement management framework which links project requirements through to performance assurance via a set of common data definitions and controlled decision rights. The framework treats financial commitment validation, material traceability, exception management and supplier accountability as interdependent functions rather than as separate software features. A staged adoption pathway and a set of auditable performance indicators are proposed for use in the Saudi megaproject context. As a conceptual review it makes no claim as to the framework having been experimentally validated or as having delivered any quantifiable savings. The review concludes that the value of integration is as much to do with data stewardship, contractual alignment and cross organisational engagement as it is with the functionality of the platform itself.