Procurement Consulting Services

After 25 years in Buying & Sourcing, the biggest learning came from a global sourcing... I once lost an excellent supplier by pushing him too hard for price cutting. The products were perfect, the quality AQL were perfect......but my perfection to be the 'negotiation super star' cost me the deal. That day, I realised....... Great sourcing isn't about squeezing every penny. It's about building partnerships relationships that lasts for seasons to come. Let's look down the negotiation game:- 1. Raw materials are non-negotiable - that's like bargaining with the sun to shine less. 2. Labor charges vary geographically - you can't expect Bangladesh wages in South or North of India. 3. Profit margins have minimal room - and the risk is - thin margins = thin commitment. Today, when someone asks me about negotiation, I share this: 📌 The lowest price isn't always the best deal - I've seen 'cheap' suppliers cost millions in quality issues 📌Different regions, different realities - expecting Bangladesh rates from Indian suppliers is like asking for mangoes in December 📌Your supplier's profit is your insurance - when they grow, your supply chain strengthens In my 25 years, the suppliers who stood by me weren't the ones who gave me the best possible prices. They were the ones who stuck around through peak seasons, production crashes, and market uncertainties. Because at the end of the day, little saving means a loss if your supplier doesn't pick up your call next season. #apparel #globalsourcing #suppliers #manufacturing #accessories

⚠️ 𝗬𝗼𝘂'𝗿𝗲 𝘀𝘁𝗶𝗹𝗹 𝘂𝘀𝗶𝗻𝗴 𝗘𝘅𝗰𝗲𝗹 𝗳𝗼𝗿 𝗽𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁. Your competitors moved to AI 2 years ago. Here's what separates amateur from pro procurement: ❌ 𝗕𝗔𝗦𝗜𝗖 𝗣𝗥𝗢𝗖𝗨𝗥𝗘𝗠𝗘𝗡𝗧: → Excel for spend analysis → Google Search for supplier intel → PowerPoint for presentations → Manual emails to suppliers → Word docs for contracts → Manual tracking in spreadsheets → Procurement portal from 2015 ✅ 𝗣𝗥𝗢 𝗣𝗥𝗢𝗖𝗨𝗥𝗘𝗠𝗘𝗡𝗧: → Sievo/Suplari for spend analytics → Veridion/Scoutbee for supplier intelligence → Gamma/Tome AI for presentations → Claude/Tonkean for contract analysis → Perplexity/Alpha Sence for market research → WTP/Deep Stream AI for risk monitoring → Harvey AI/Luminance for legal review → Interos/Everstream for supply chain visibility → Arkestro/Procol AI for sourcing automation → Pactum AI/Fairmarkit for negotiations → Keelvar/GEP for optimization The difference in results: 𝗕𝗔𝗦𝗜𝗖: → 2 weeks to analyze spend → Supplier intel from Google (unreliable) → Contracts reviewed manually (risks missed) → Negotiations based on gut feel 𝗣𝗥𝗢: → 2 hours to analyze spend (AI-powered) → Real-time supplier intelligence (verified) → Automated contract risk detection → AI-optimized negotiation strategies One procurement team made the switch. Results after 6 months: → 73% faster sourcing cycles → 18% cost savings increase → 94% reduction in contract risks → $4.2M additional savings identified The tools cost less than one procurement manager's salary. The ROI? 12x in the first year. Before hiring more procurement staff, upgrade your tools. ✅ Want the complete "Basic to Pro" upgrade roadmap? 𝗙𝗼𝗹𝗹𝗼𝘄 Supply Chain AI Pro Asmaa Gad for more #ProcurementAI #DigitalTransformation #SupplyChainAIPro

Conversations with enterprise clients today are markedly different from just two years ago. The narrative has evolved—shifting from a singular focus on cost arbitrage to a broader emphasis on value creation, adaptability, and resilience. It’s no longer about having the largest offshore footprint—it’s about having the smartest, most agile one. Geopolitical shifts and macroeconomic uncertainties have also influenced enterprise thinking. The rise of “friendshoring” and a “Risk-First” mindset are reshaping how organizations approach global delivery strategy. To stay ahead, enterprises are adopting three key strategic responses: - Diversified Delivery Centers – Mitigating concentration risk and ensuring continuity across geographies. - Strengthened Partner Ecosystems – Building collaborative networks that extend capabilities and drive innovation. - Agile Scaling Models – Enabling rapid response to changing demands without compromising efficiency. Global delivery will continue to expand steadily over the next 5–8 years. But growth alone won’t be enough—the real differentiator will be the ability to adapt, evolve, and stay relevant in a rapidly shifting environment. #GlobalDelivery #OutsourcingStrategy #RiskManagement #friendshoring #geopoliticalrisks

One of our clients had 76 different suppliers all selling them hammers. Not 76 suppliers across their entire operation — 76 suppliers for hammers alone. When we showed them that number, the room went quiet, because no one had any idea it had gotten that far. That's supplier fragmentation, and it's one of the most common and expensive blind spots in procurement today. It doesn't show up in budget reviews or audits; it hides underneath spend data that's never been properly cleaned, categorized, or mapped. OMNIA Partners' Spend Path is an AI-powered spend analytics tool that was built to surface that data precisely. It cleans, categorizes, and maps your spend by category, supplier, and opportunity — revealing what traditional purchasing decisions never will. Here's a quick exercise worth doing this week: 🔍 𝗧𝗵𝗲 𝟯-𝗖𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝗦𝘂𝗽𝗽𝗹𝗶𝗲𝗿 𝗔𝘂𝗱𝗶𝘁 • 𝗣𝗶𝗰𝗸 𝘆𝗼𝘂𝗿 𝘁𝗼𝗽 𝘁𝗵𝗿𝗲𝗲 𝗰𝗼𝗺𝗺𝗼𝗱𝗶𝘁𝘆 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝗶𝗲𝘀 • 𝗖𝗼𝘂𝗻𝘁 𝘁𝗵𝗲 𝗻𝘂𝗺𝗯𝗲𝗿 𝗼𝗳 𝘃𝗲𝗻𝗱𝗼𝗿𝘀 𝘆𝗼𝘂'𝗿𝗲 𝘂𝘀𝗶𝗻𝗴 𝗶𝗻 𝗲𝗮𝗰𝗵 𝗼𝗻𝗲 • 𝗜𝗳 𝘆𝗼𝘂'𝗿𝗲 𝗶𝗻 𝗱𝗼𝘂𝗯𝗹𝗲 𝗱𝗶𝗴𝗶𝘁𝘀 𝗳𝗼𝗿 𝗮𝗻𝘆 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆, 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗰𝗼𝗻𝘀𝗼𝗹𝗶𝗱𝗮𝘁𝗶𝗼𝗻 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 𝘄𝗼𝗿𝘁𝗵 𝟭𝟱–𝟮𝟱% 𝗶𝗻 𝘀𝗮𝘃𝗶𝗻𝗴𝘀 If your purchasing partner isn't showing you what you're missing, that value stays on the table. What's the most surprising thing a spend analysis has ever revealed in your organization? I'd love to hear it. #Procurement #CPO #SpendVisibility #SupplierConsolidation #StrategicProcurement

In the last 20 years, I’ve worked across 5 countries and visited 25+ more… And if there’s one thing, I’ve learned It’s about people and here is the thing, people are local They carry their own context, culture and pace. When I worked in India, the challenge is managing volume and urgency – and tightrope governance. In the Netherlands, Data driven, Planning & Punctuality is key – No last-minute business. Time is not flexible. In the US, decision cycles are fast, but trust takes time, especially in indirect sourcing In UK, there’s high focus on ESG maturity and local supplier diversity In Spain, being well prepared means more than job titles or logos. Personal connection and warmth also matter a lot. Time is flexible but expectations not. The more countries I worked in, the more I had to unlearn the idea of one-size-fits-all leadership I am reminded of Peter Drucker´s famous quote ´´Culture eats strategy for breakfast¨ time and again. Here’s what I learned the hard way: The biggest risk in global procurement isn’t price or delay It’s assuming what worked in one country will work everywhere else That’s when implementation fails That’s when teams stop listening That’s when trust disappears If I had to summarise: You don’t scale procurement by just copying playbooks You scale it by learning people – Understanding cultural differences and adapting. If you lead global teams or work across borders, how do you build alignment across cultures? Would love to hear how you approach it. 👇 #Procurement #Leadership #GlobalSupplyChain

Procurement Spend Analysis: What It Is, Why It Matters, & How to Get Started If you don’t have clear visibility into your spend, cost control becomes guesswork. Procurement spend analysis helps organizations turn raw purchasing data into actionable insights, so teams can control costs, improve supplier performance, and make smarter budgeting decisions. What is Procurement Spend Analysis? It’s the process of collecting, cleaning, categorizing, and analyzing procurement data to understand: ▫️What you buy? ▫️How much you pay? ▫️Who you buy from? ▫️Where the money flows? The goal? Reduce hidden costs and enable data‑driven procurement decisions. The Core Questions Spend Analysis Answers Every effective spend analysis starts with six simple questions: 🔹️What are we buying? 🔹️How much are we paying? 🔹️How much are we buying? 🔹️Who are we buying from? 🔹️Who is buying? 🔹️On what payment terms? When you can answer these clearly, you unlock cost savings, reduce maverick spend, and strengthen supplier negotiations. Key Types of Spend Analysis 🔸️Tail‑spend analysis – control low‑value, high‑volume purchases 🔸️Vendor & category analysis – consolidate suppliers and leverage volume 🔸️Item‑level analysis – identify price variance for the same product 🔸️Payment‑term & contract analysis – improve cash flow and compliance KPIs That Matter 📌Cost savings 📌Spend under management 📌Supplier performance 📌Procurement process efficiency These metrics show how mature and controlled your procurement function really is. How to Get Started (Practical & Simple) 1.Define your objective (cost savings, visibility, or vendor optimization) 2. Pull data from all source systems (ERP, invoices, POs, expenses) 3. Standardize and classify the data 4. Analyze using Excel or BI tools (pivot tables go a long way) 5. Present insights clearly to leadership Even basic analysis can highlight price leaks, duplicate suppliers, and quick wins. Bottom Line Spend analysis isn’t about complex tools, it’s about visibility, discipline, and better decisions. Do it right, and procurement moves from a back‑office function to a strategic business partner. Follow Wasim Akram for more insightful posts. Save this post and share it with your network.

What Is The Best Path Forward for Global Supply Chains? I recently met with the leadership teams of two major retailers (>$15B) to discuss their pressing global supply chain challenges. Their top concern? Geopolitics. Mounting pressure to shift sourcing away from China has forced one retailer to expand from a single origin to fourteen countries and the other from two to seven. Each new country introduces a new set of logistics, languages, contacts, regulations, and procedures. A natural question is, "Why not move production to the U.S.?" The answer is complex: after 30 years of offshoring, U.S. production capacity for many goods is limited or non-existent. Next on the list are resiliency and transparency. Since Covid, disruptions have been nearly constant, requiring continuous adaptation to maintain market presence. Transparency is also under scrutiny, with consumers and activists pushing for greater disclosure on product origins and production conditions. If that weren’t enough, new technology and new competition are rapidly transforming the landscape, representing both opportunity and risk. But right now, these two issues aren't the immediate "alligators closest to their assets." What stands out to me is that most companies recognize the challenges and still haven’t made the necessary investments to resolve them. Supply chains today are highly complex and often disconnected. Five years ago, email and Excel might have sufficed. In today's environment, they fall short. A potential path forward? The final mile offers one possible path. Just as Amazon reshaped last-mile supply chains, companies need to revolutionize their first mile supply chains. Technology-driven integration can unify global supply chains much as Amazon's one-click ordering unified the domestic chain. Ironically, the same products sold domestically are most often purchased offshore, through entirely disparate methods and channels. Some retailers are already moving in this direction, including one mentioned here. I urge C-suites and their advisors to invest in technology that automates, enhances, and connects the global supply chain. The ROI will come quickly in the form of improved sales, reduced inventory. It will also provide the resilience needed to navigate the new global landscape. #geopolitics #supplychain #transparency #resilience #competition #ai

The Global Supply Chain Puzzle: Solving for Tariffs, Resilience, and Sustainability are front and center at the Manifest conference happening now… The proposed 25% tariffs on Mexican and Canadian imports, plus additional Chinese tariffs, are reshaping North American supply chains. But here's what's fascinating: leading companies aren't just reacting – they're using this moment to build something better. Three key trends I'm seeing: 1. Smart companies are moving beyond simple cost optimization. They're using advanced network modeling to simulate multiple scenarios, considering not just tariffs but also sustainability metrics. This isn't just risk management – it's opportunity creation. 2. Local manufacturing is getting a fresh look, but with a twist. Companies reshoring production are investing in state-of-the-art facilities that significantly reduce emissions and energy use. The EV battery sector is leading the way, turning supply chain diversification into an opportunity for circular economy innovation. 3. The rise of "green corridors" in global trade is making sustainability a key factor in network design. Even as some regions see environmental regulatory pullback, forward-thinking companies recognize that sustainable supply chains are about long-term competitive advantage. The numbers tell the story: We're looking at trade relationships worth over $900 billion with Mexico and Canada alone, supporting 17 million North American jobs. Half of this trade involves crucial sectors like vehicles, medical devices, energy, and food. The winners in this new landscape will be those who: • Build truly diversified sourcing strategies considering cost, risk, and environmental impact • Invest in local manufacturing while maintaining global flexibility • Use data analytics to optimize across financial and environmental metrics • Create supply chains agile enough to adapt to both policy and climate changes Despite regulatory uncertainty, the momentum toward sustainable supply chains continues to build. Companies viewing current disruptions as an opportunity to rebuild stronger, cleaner, and more resilient networks will lead the next decade. What strategies is your organization using to balance these competing demands? Let's discuss. ___________ 👍🏽 Like this? ♻️ Repost to help someone ✅ Follow me Sheri R. Hinish 🔔 Click my name → Hit the bell → See my posts. --- These insights are informed by recent research and analysis from EY on supply chain optimization strategies in response to changing trade policies and sustainability imperatives. #SupplyChain #Sustainability #Manufacturing

Most procurement teams are managing spend wrong. (And don't know which category costs the most.) The challenge: Every pound leaving your business falls into one of four buckets. And each one demands a different approach. DIRECT SPEND - "Cost of Production" ↳ Raw materials, components, packaging ↳ The spend that directly builds what you sell ↳ Miss this? Your gross margin disappears overnight INDIRECT SPEND - "Cost of Running the Business" ↳ IT, facilities, marketing, travel and office supplies ↳ Spread across every department, often completely unmanaged ↳ Ignore this? Maverick spend quietly drains your EBITDA SERVICES SPEND - "Cost of Expertise" ↳ Consulting firms, legal, IT partners, interim contractors ↳ Bought for outcomes, usually paid for activity ↳ No clear scope? Watch invoices spiral out of control CAPEX SPEND - "Cost of Assets & Investment" ↳ Manufacturing equipment, facilities, major tech platforms ↳ Capitalised on the balance sheet, depreciated over time ↳ Get the supplier wrong? You're locked into that mistake for years Let's look at 2 examples: Manufacturing Business: • Direct: £2M/year (steel, components, packaging) • Indirect: £500K/year (IT software, facilities management) • Services: £300K/year (engineering consultants, legal) • CapEx: £1.5M once (new production line) Professional Services Firm: • Direct: Minimal (people are the product) • Indirect: £800K/year (office space, technology, HR) • Services: £200K/year (specialist subcontractors, legal) • CapEx: £400K once (proprietary software platform) Most procurement teams lump everything into one "spend" bucket. Then wonder why they can't find savings. But when you separate them? Direct → Conduct should-cost analysis & protect gross margin Indirect → Consolidate suppliers & drive contract compliance Services → Define scope clearly & link payment to outcomes CapEx → Evaluate total lifecycle cost, not just purchase price Crucial insights: ✓ High Direct Spend? Strategic sourcing & supplier partnerships are non-negotiable ✓ Unmanaged Indirect? Maverick spend is quietly killing your EBITDA ✓ Rising Services costs? You've got scope creep & weak governance ✓ Poor CapEx decisions? You'll feel the pain on the balance sheet for years Common traps: ❌ Focusing on price rather than total cost ❌ Applying the same strategy to every spend category ❌ Weak stakeholder engagement across business functions ❌ No spend visibility to even know where the real problem is When you finally understand your spend categories? You negotiate with confidence. You build strategy by category, not gut feel. You become a procurement function the business respects. Stop managing "expenses." Start managing Direct, Indirect, Services & CapEx spend. That's how procurement creates real business value. ♻️ Repost to help someone in your network. Follow me Tom Mills for weekly procurement insights and get all my cheat sheets like this free here 👉 https://procurebites.com/

Cost-Saving Methodology — Step-by-Step Action Plan 1️⃣ Spend analysis • Pull 12–24 months of purchase or consumption data. • Build a master spend table: Item code | Description | Category | Qty | Unit price | Supplier | Lead time | Quality. 2️⃣ Category mapping • Group SKUs into categories (forgings, machined shafts, bearings, fasteners, etc.). • Run a Pareto to identify top SKUs driving spend (top 20 → ~80%). • Use the Kraljic Matrix to classify items: Non-critical, Leverage, Bottleneck, Strategic. Action: apply a tailored cost strategy by category. 3️⃣ Supplier segmentation • Tag SKUs as Single-source / Multi-source / Long-tail. • Track % spend single-source, % multi-source & % suppliers long-tail, 4️⃣ Multi-sourced items — award by value • Choose suppliers on cost + quality + delivery and assign Share-Of-Business (e.g., 60/40). • Capture savings immediately and enforce SOB in purchase execution. • Optional: run a reverse auction for price discovery. 5️⃣ Single-source items — de-risk & negotiate • Scout apple-to-apple alternate suppliers and qualify backups. • Engage supplier top management — show long-term business potential. • Negotiate turnover discounts, or unit-cost reductions on the basis of long-term business potential. If alternatives don’t exist: secure stronger contractual protections & better terms with the incumbent. 6️⃣ Long-tail consolidation • Identify many small suppliers creating excess PO load. • Consolidate to 2–3 preferred suppliers per micro-category using blanket orders and bundling. Offer consolidated volumes in exchange for better pricing and service. 7️⃣ Negotiation playbook • Prepare checklist: current price, target price, comparable quotes, TCO, BATNA. • Use levers: volume bundling, multi-year contracts, reverse auctions. • Include non-price asks: consignment, VMI, improved payment terms. Goal: consistent, repeatable wins. 8️⃣ Engineering & supplier collaboration • Create cross-functional cost-down teams (Procurement + Engineering + Quality + Supplier). • Target DFM opportunities: material swaps, tolerance rationalisation, part consolidation. etc • Run supplier Kaizen workshops and agree on shared-savings models.