impact+ → Our Practice → Procurement Transformation
Practice 08Procurement Transformation
The function with the clearest measurable return in most institutions, and usually the least senior attention.
Savings that do not survive the second year were not savings.
Most procurement engagements report a number at the end of the programme. Fewer report the same number eighteen months later, because the behaviour that produced it was never built into how the function works.
We work on both halves: the category strategy that finds the value, and the operating model, systems and capability that hold it once we have gone.
Baseline is agreed in writing before we start. A saving with no agreed baseline behind it is a claim, not a measurement, and it will not survive a finance director's question.
Six services.
Where the client wants the administrative half of the cycle automated, the systems work is delivered with AI+.
Spend analysis and baseline
Where the money actually goes, and an agreed baseline everyone will still accept in two years.
Category strategy
Category-by-category sourcing strategy, with the value and the effort stated honestly for each.
Source-to-contract
Process redesign and digitisation across sourcing, evaluation, award and contract management.
Procure-to-pay
Requisition through payment, with the compliance and control the audit function will look for.
Supplier relationship management
Segmentation, performance management and the governance that makes a strategic supplier behave like one.
Capability and certification
Procurement capability building, with CIPS qualification pathways delivered through skills+.
Did last year's savings survive into this year's budget?
Start with the Diagnostic.
Ninety minutes with a senior partner on the problem itself, and a three-page written brief within five working days. Never sold, never invoiced, yours to keep.
