Procedure and results
How I work
Depending on the situation, I empower teams through negotiation training –
or I directly accompany/lead strategic negotiations at the table until completion.
Clarity
Objective, Scope,
Decision mandate, KPIs
Priority
Few levers,
Maximum effect
Implementation
Owner, Takt,
Escalation, closing logic
Effect
KPI tracking until the result is visible
What you specifically get
Executive Decision Page
(1 page): Levers, risks, decision, next 14 days
Negotiation Playbook
Objectives, packages, counter-arguments, closing plan, escalation path
Supplier Steering Sheet
Segment, Risk, Measures, Counterarguments, Escalation, Review Cadence
Roadmap
(Quick Wins + Structure): Schedule, Owner, Stage-Gates, Benefit Controlling
Spend Analysis
(Spend Analytics / Spend Cube = Expenditure Cube) including leakage hypotheses and priority list
Tender/RFP-Set
(Request for Proposal): Lot/Package Logic, Evaluation Logic, Shortlist Mechanic, Award Decision Template
Compliance mechanics
Contract Compliance, Exception Process, Maverick Buying Control
8 KPIs Control Sheet
Few key figures that trigger decisions and prove impact
The 8 KPIs
- Savings made (P&L/Run-Rate) – Outcome that is actually impacting the budget – not just identified.
- Cash-Impact / Working Capital Effect – Payment terms, stock levels, contract mechanics – measurable liquidity effect.
- Spend Under Management (SuM) [%] = The proportion of the volume that is actively managed and contractually hedged.
- Contract Compliance [%] = The proportion of the spend that is actually covered by contracts.
- Maverick Buying Rate [%] = proportion of off-contract purchases (purchases not included in the total).
- Number of suppliers & degree of consolidation (# / Top-X-Share) – Complexity + bargaining power + governance in a single metric.
- Supplier Risk Score Dependency, top risks, response time (resilience) – risk/resilience management: Single source, financial stability, delivery capability.
- Time-to-Value / Cycle Time = Tender → Award or Decision → Implementation – How quickly a decision becomes effective; key management metric.
If you recognise this, the next step is a conversation.
You will have clarity within 30 minutes on whether and where real impact is possible.
Results & Impact
Measurable effect instead
Consultation promise
Impact is not claimed with me – it is measured. We work with a clear baseline, a few controlling KPIs and consistent implementation until results are evident in the operational business.
- Savings and Cash ImpactIn clearly defined categories as well as tender/negotiation sets, double-digit effects are possible – depending on baseline, market window and implementation discipline.
- Control via 8 KPIsSavings realised, Cash impact, Spend under management, Contract compliance, Maverick buying rate, Supplier complexity, Supplier risk score, Time to value/Cycle time.
- Negotiation & ClosingTarget values, package logic, lines of argument, and closing strategy – including escalation path and clear decision points.
- Operating Model (Controllability): Roles, decision-making rights, stage-gates, and KPI routines – enabling procurement to lead, not just manage.
- Risk & ResilienceLessen Dependencies, Build Alternatives, Manage Risks – instead of reacting expensively in crisis mode.
- Indirect Spend Controllable in scope: Indirect (e.g. IT, facility, consulting, MRO, logistics) becomes manageable: fewer suppliers, fewer orders, better terms.
- AI As decision support: Spend-/Contract-/Supplier-Risk Analytics and RFP Automation – Time-to-Decision down, transparency up.
The effect is defined in advance via baseline and KPIs. The scope, data situation, market window, and consistency in implementation are crucial.
Effect begins with a clear decision.
In 30 minutes we'll clarify which levers in your purchasing can realistically have an effect – and what the next sensible step is.