Would you like to sustainably increase your bottom-line contribution or focus on short-term cost savings, or are you perhaps aiming for both? I can support you with both. However, repetitive cost reduction programs might not deliver the required value contribution. These cost-cutting projects are often just a sign of a lack of skills, such as poor negotiation performance, a lack of understanding of supplier and product cost structures, or sourcing markets. However, as necessary as it is in certain situations, this approach considerably limits the long-term effectiveness. They often neglect the development of internal competencies, particularly in cost-relevant core competencies such as category, supplier, and supply chain risk management. And even more importantly, human skills enhanced by data intelligence and digital tools.

How can you reduce your Procurement costs?

Therefore, systematic daily cost management and a comprehensive value contribution, e.g. through active supply chain and risk management, are not even possible. This vicious circle has many consequences: loss of trust in the Procurement function, only partially optimized and market-driven cost structures, high talent fluctuation due to permanent special projects and task forces (“hamster wheel), and a limited contribution to the company's P&L and competitiveness.

Let us develop your action plan and optimize cost structures to improve your key financial figures. The good part: The cost reductions achieved will finance the development of your Procurement organization.