Spend & Demand Analytics
Use spending and demand data to improve sourcing and purchasing decisions.
Culture of strategic sourcing
Sourcing and Procurement Consulting
Sourcing done well gives the entire supply chain a stronger foundation, moving decisions beyond price and building partnerships that hold under pressure
Supplier Performance
Transactional sourcing builds a transactional supply chain
Our sourcing and procurement consulting applies lean methodologies to strengthen supplier partnerships, align sourcing decisions with business strategy, and give the supply chain the structure it needs to perform consistently at scale.
Sourcing & Procurement Levers
Building the sourcing system that drives end-to-end supply chain performance
Spend Saving
- Reshape sourcing.
- Prioritize suppliers according to performance and core capabilities.
- Join forces to achieve savings through economies of scale.
- Establish optimized process parameters and guidelines per category.
Procurement Results
See how we transform sourcing & procurement operations
Price vs. Total Value
A practical approach to lasting change
Traditional Approach
- Transactional sourcing
- Lowest purchase price
- Suppliers as providers
Lean Approach
- Strategic sourcing
- Lowest total cost of ownership
- Suppliers as business partners
KAIZEN™ TESTIMONIALS
What our clients have to say
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[KAIZEN™ projects] leave a long-lasting, structured problem-solving methodology that teams can use in the future.
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We have developed and deployed a Lean Manufacturing philosophy based on the Change Management System promoted by Kaizen Institute. The goal is to bring consistency to industrial management across all our plants, grounded in data-driven management, lean production, and people as the primary driver.
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The Daily KAIZEN™ meeting can never fail and is extremely important for the group’s smooth operation. Above all, for good communication within the company.
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The results are there, and we must focus and dedicate our time to continuous improvement, not to discussing things that are not measurable.
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We use the Hoshin Kanri methodology to execute an annual strategy across the company, cascading it into sub-strategies within different departments, which are in turn deployed across various management boards.
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Having led several transformations in multinational companies, the decisive factors are having a team capable of execution, present across the various countries/cultures where we operate, and building competence within the client. This is what I found at Kaizen Institute.
FAQ
What you need to know
Savings that are negotiated but never reach the P&L, spend fragmented across suppliers and maverick buying, specifications that inflate cost without adding customer value, supplier quality and delivery problems disrupting operations, and procurement teams consumed by transactions instead of strategic sourcing. The common thread is managing prices instead of managing total cost.
Beyond procurement cost reduction on addressed categories, companies typically see measurable improvement in supplier delivery and quality performance, reduced supply risk on critical materials, faster procure-to-pay cycles, and a procurement function with the data and routines to sustain the gains. Savings are tracked to the P&L, not to a negotiation report.
Negotiation is only one lever, and rarely the largest. The work attacks total cost of ownership: challenging specifications and demand, consolidating category management strategies, redesigning the supply base, improving contract compliance so negotiated savings actually materialize, and building supplier development programs that improve quality and delivery instead of just squeezing margins.
No. Sustainable cost advantage comes from capable suppliers, not exhausted ones. Joint improvement work on supplier processes reduces their real costs, which is what makes price reductions durable, and builds preferential treatment in capacity, innovation, and crisis situations. Squeezing prices without improving capability just converts cost into risk.
Risk is mapped by category, scoring each one on supply market concentration, switching cost, and exposure to single-source dependency, so effort concentrates on the categories that could actually stop production or delivery. Reduction levers include qualifying and developing alternative suppliers, building strategic buffers on the most exposed materials, and dual-sourcing critical inputs where the cost is justified by the exposure. The goal is not eliminating all risk, which is rarely economical, but knowing exactly where it sits and pricing it deliberately rather than discovering it during a disruption.