Expense control
The natural lifecycle of a company generally leads it to focus first on controlling direct purchasing, as the latter is considered more strategic and contributes more to the value chain.
This is often to the detriment of indirect purchasing: for example, in 2020, 79% of companies admitted that they had no overall view of their indirect purchasing expenditure. The lower the weight of indirect purchasing in value terms, the less obvious the sources of gains.
In an international context of high inflation and instability, bringing indirect purchasing under control represents a powerful lever for increasing company margins and competitiveness.
We are convinced that bringing indirect purchasing under control depends first and foremost on the ability to mobilize and convince all those involved of the importance of better monitoring.
To achieve this, we suggest a 4-step process:
- Screening of indirect purchases to define their scope and identify the potential for annual gains over the next few years.
- Construction of a business case to bring the identified purchasing perimeter under control
- Definition of a transformation plan to materialize the results of the business case and involve all players in the process
- Implementation of the transformation plan and support for the business teams involved
Our added value lies in our ability to adapt and focus our action plan entirely on your organization and your needs, to federate all the players from framing to implementation of the transformation plan, and in our experience and knowledge of the market tools that can meet your expectations.
