Procurement Team

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.

The Client’s procurement team was focussed on sourcing activity rather than the full procurement lifecycle as there was limited Supplier Relationship Management capability in place. Without a formal approach, they faced commercial exposure and third party risk.

Our client was a fast moving, digital business with a real focus on the client-facing side of the organisation. Governance and process had taken a back seat in favour of speed of delivery and they had no internal Procurement capability in place.

A significant capital investment program to expand the global distribution network of our customer was hit by a perfect storm of unexpected events that not only impacted their own organisation but also that of the third-party delivery partners.

Multiple engagements with IT Services providers for development, test and support services had left our customer with poor agreements, unwieldy supplier management and escalating costs whilst planning a migration to new technology. Supplier consolidation through a market review and a sustainable contract was required.