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In procurement consultancy, we focus on intelligent optimisation of product groups or supplier relationships. You will receive from us end-to-end procurement consultancy from practitioners that does not end after the analysis phase, but also implements the knowledge gained.

We analyse and evaluate the potential in your purchase, develop strategies together with our clients and implements these in the context of programmes in the respective segments in a sustainable way.

Our clients decide what is most important for their purchase, whereby we take the individual requirements in forward-looking and marketable design into account. We attach a great deal of importance on ensuring the sustainability of successes that have already been achieved with long-term quality improvements whereby we do not disregard the “Quick Wins” of course.

The procedure is agreed individually with the client and is usually divided into the following four phases:

1. Potential analysis

Coordinate / present options for action and objectives

An inventory is carried out in the various segments of purchasing to identify opportunities for optimisation and to improve “working capital”. This potential analysis can relate to various segments in the respective product groups (e.g. travel management, office supplies, marketing, services, or information technology)

  • Requirements
  • Stakeholders
  • Purchasing volume
  • Group companies
  • Supplier structure and contracts
  • Purchasing processes
  • Organisation
  • Methods
  • Benchmarks
  • Local, global procurement markets
  • Purchasing systems and their use
  • Total Cost of Ownership (TCO)
  • Substitution possibilities

These segments are quantitatively and qualitatively assessed to be able to obtain an initial factual basis to derive respective courses of action.

2. Programme design

For courses of action identified in the potential analysis, measurable objectives are formulated together with the client that can be implemented strategically and operationally by taking the opportunities and risks into consideration in a realistic way. The resulting schedule and action plan covers all relevant parameters (e.g. resources, prioritisations), which are required for implementation. If a gainsharing (profit sharing) model comes into effect, the relevant parameters for this are also specified.

3. Implementation of the programme

Here, the agreed targets and the associated “lever” are implemented. These range from possible adjustments of the specification, to local and/or global tenders or outsourcing right through to supplier management.

4. Sustainability and documentation

The objectives and measures already agreed upon in the programme design are compared to the original plan using TCO criteria after their implementation. Parameters and processes are coordinated together with the client that ensure the results and achievements in the future as well (e.g. control of the framework agreements, implementation, volume, etc.).

Experience in the following industries:

Airline, automotive, banking, e-commerce, trade, oil and gas industry, tour operators, software manufacturers, systems vendors, telecommunication, tourism, consultancy, insurance