Rudolf Hollmann
MSc, MBA

This depends on the goal, scope, and intensity (sparring, project management, negotiation support, transformation). In the Executive Clarity Call, we will clarify what is realistic in 20 minutes – after which you will receive a 1-page decision document with the approach and cost corridor, if you wish.

Quick wins are possible if the scope is clear, data is available, and decisions are made. If mandate, compliance, or ownership are missing, savings remain „identified“ but not realised. In that case, I first focus on controllability, decision-making logic, and the implementation path.

SuM is the proportion of procurement volume that is actively managed and contractually secured. Without a high SuM, procurement remains operationally busy but strategically ineffectual – because the impact does not register within the system.

Maverick buying refers to purchases made outside of established contracts, often known as off-contract spending. This incurs costs through less favourable terms, increased process effort, and higher risks. It also renders savings invisible because the organisation is purchasing independently of the procurement department.

Not about appeals, but about guardrails: clear framework agreements, approval/exception processes, role logic, and a few steering KPIs. The goal is for the system to generate compliance – not hope.

Yes – depending on the mandate, as a coach from the background or in active negotiation leadership. The closing mechanism is crucial: target values, package logic, timing, decision points, and a robust escalation path.

BATNA is the best alternative if no agreement can be reached. ZOPA is the zone of possible agreement where a deal is possible. Both determine whether you negotiate or merely react – and how consistently you can stand firm on price, performance, and conditions.

In short: establish comparability, cut lots/packages sensibly, fix evaluation logic in advance, manage the shortlist diligently, and clearly justify award decisions. This makes tenders faster, fairer – and improves negotiating power.

Typical: IT/SaaS, Consulting/Professional Services, Facility/FM, MRO/Maintenance, Logistics/Transport, Travel/Fleet Management. Fragmentation, contract status, specifications, and compliance are crucial – not the category name.

Dependence is first quantified (impact, reaction time, switching barriers). Then an alternative strategy is built (dual/multi-sourcing, qualification, transition agreement) and the negotiation logic is geared towards this – including escalation mechanics.

When speed and execution are more important than internal politics: e.g. for critical tenders, escalations, organisational restructuring, or when resources/owners are missing. Then I take over control, tempo, decision proposals and completion orientation.

A Supplier Day is a leadership format: performance review, expectations, roadmap, consequences. Used correctly, it increases commitment, reduces risks, and makes supplier performance more predictable – instead of „relationship management without impact“.

A fixed set of eight controlling KPIs: Savings realised, Cash impact, Spend under management, Contract compliance, Maverick buying rate, Supplier complexity, Supplier risk score, Time-to-value/Cycle time. Few metrics that trigger decisions – not produce reports.

AI is effective when it makes decisions faster and better (e.g. Spend/Contract/Supplier-Risk Analytics, RFP Automation). Without data quality, governance, and clear use cases, it remains tool activity without impact.

By embedding it in the system: clear roles/decision-making rights, process guardrails, KPI routines and a fixed steering rhythm. Otherwise, the impact will disappear again after 3–6 months – regardless of how good the project was.