The expense categories that hide in plain sight
Facilities support, logistics, communications, packaging, recurring external services and office consumables can sit across different budgets. Reviewing those contracts as a portfolio may reveal inconsistent rates, unnecessary minimums or renewal opportunities.
Savings need an owner
We identify stakeholders before proposing consolidation. A centralised price that disrupts local operations isn't a win. Procurement, finance and operational management should agree on what can change and how the result will be measured.
One engagement, an agreed scope
We focus on selected spend categories rather than taking over your purchasing function. A defined mandate makes savings attribution clearer and keeps delivery costs aligned with the likely financial result.
A real-world decision to test
Example mandate: twelve operating sites purchase similar cleaning, security and consumables under different local contracts. Consolidation might help, but only where coverage, local requirements and emergency response remain acceptable.
What you would receive
A cross-site pricing comparison, a normalised specification and a negotiation plan that acknowledges local service requirements.
Multi-entity groups, acquiring businesses and companies operating multiple locations.
The principal savings must come from direct-material redesign or manufacturing process engineering.
Questions worth asking
Is this outsourced procurement?
Not in the ongoing managed-service sense. This is a defined project to identify and realise savings in selected supplier categories.
Which indirect costs are best to examine first?
Start with recurring, sizeable categories where several sites or departments buy comparable services, renewal dates are visible and an operational owner can implement a change.