Procurement Team

Our Fortune 500 Global fintech client’s procurement function historically managed all other categories apart from marketing. The marketing spend was around £150M p.a. globally with a supplier and contract base that was growing consistently without any control or process.

Multinational manufacturer of material handling equipment with revenue of €11bn and over 33,000 employees. Significant manufacturing presence in EMEA, Americas, LATAM. Extensive supplier base with spend of circa €300m on goods not for resale.

The client was an art manufacturer, a privately owned company with a turnover of £18M p.a., 300 staff and a spend on goods not for resale of £6M p.a. There was maverick buying across all departments. There were no procurement processes in place, poor supplier engagements and costs increasing year on year.

Tactical procurement of EUC devices and peripherals by geographically disparate IT teams had resulted in poor internal customer service, a diverse and aged estate, no asset management and minimal commercial leverage. The objective was to consolidate requirements globally, improve internal performance and deliver commercial benefit.

Our client was a high margin retailer who had always been in a state of growth, meaning focus had remained on sales and product development. Formal supplier management and contract negotiation had been focused in a few key areas, with much of the business operating very locally.

It may sound obvious that negotiation is an important part of any procurement strategy, however there is more to negotiation than people sometimes think. Our clients often engage us to pick up IT sourcing projects that they don’t have the bandwidth or skill set to support...

Our customer conducted a market appraisal to find a software solution to modernise their logistics planning. Their extensive fleet and complex logistics comprise multiple drop points and types of site. A preferred solution was shortlisted with a global player, then the work began.