{"id":12056,"date":"2025-06-24T09:10:31","date_gmt":"2025-06-24T07:10:31","guid":{"rendered":"https:\/\/www.kloepfel-magazin.com\/?p=12056"},"modified":"2025-06-24T09:10:31","modified_gmt":"2025-06-24T07:10:31","slug":"1-7-million-in-savings-negotiations","status":"publish","type":"post","link":"https:\/\/kloepfel-magazin.com\/en\/interviews\/1-7-million-in-savings-negotiations-12056\/","title":{"rendered":"$1.7 Million in Savings \u2013 Negotiating with Clarity and Consequence"},"content":{"rendered":"

Interview with Dr. Marvin M\u00fcller<\/h2>\n

Efficient, committed, strategic \u2013 this is how Kloepfel negotiates with suppliers. The result of this project: 4.76% savings on a $35.8 million volume, despite a challenging market environment.<\/em><\/p>\n

Marvin, what is your role at Kloepfel \u2013 and what defines your negotiation strategy?<\/span><\/h3>\n

I lead the Negotiations<\/a> division at Kloepfel. Our goal is to develop the best possible negotiation strategy for every situation \u2013 individually tailored to market conditions, competition, and client objectives.<\/p>\n

A key difference from traditional procurement negotiations lies in our approach: Instead of relying solely on arguments \u2013 such as charts on commodity or electricity prices \u2013 we focus on clear consequences. In conventional negotiations, the idea is often to “persuade” the supplier using data and analysis.<\/p>\n

We take a different path: Even before negotiations begin, we transparently communicate the potential outcomes \u2013 whether it’s additional business, a project award, or the loss of market share. What matters is: we consistently follow through on these consequences.<\/p>\n

To make that possible, all departments of the client must be involved \u2013 from procurement and engineering to marketing and finance. Only when the entire organization supports the measures can we implement them effectively.<\/p>\n

At the end of the day, it\u2019s not about how strong my arguments are \u2013 but about what I can concretely offer or withdraw from the supplier. That\u2019s what creates true commitment \u2013 and sustainable results.<\/p>\n

What was the goal of the Supplier Summit in Shenzhen, and how did you approach it?<\/span><\/h3>\n

Our client was looking to reposition itself after some difficult years. The aim was to reassess the supplier base strategically, build resilient partnerships, and realize cost-saving opportunities. The core of the process was a Supplier Summit held on-site in China. The suppliers were transparently introduced to the transformation plans, followed by individual one-on-one negotiations with all relevant suppliers. These sessions were highly structured and always conducted at decision-maker level.<\/p>\n

Preparation was key: In collaborative workshops, we analyzed at the product level which alternatives were viable and used this as a basis to define clear consequences.<\/p>\n

How do you secure negotiation results for the long term? And what role does the supplier relationship play?<\/span><\/h3>\n

Negotiations are sustainable only when both parties clearly recognize their benefit. That\u2019s why we deliberately avoided pushing for final commitments during the summit. Instead, we gave suppliers time to coordinate internally. Final talks followed later, with the aim of reaching a firm and sustainable handshake.<\/p>\n

Importantly, even when it doesn\u2019t seem obvious at first, long-term stability is created through alternatives. The broader the supplier base, the greater the leverage \u2013 and the less frequently changes need to be made. Every strategic partnership needs a plan B.<\/p>\n

How does Kloepfel address current challenges like geopolitical crises, ESG, and digitalization?
\n<\/span><\/h3>\n

Geopolitical risks are generally addressed at the corporate level. In this particular case, the situation actually worked in our favor: Chinese suppliers were struggling with declining sales in the U.S., which improved our negotiation position in Europe.<\/span><\/p>\n

ESG criteria, unfortunately, still play a secondary role in practice \u2013 most clients remain primarily focused on cost. Digitalization, however, offers us concrete advantages: data analysis and virtual negotiations via Teams have accelerated many processes. We\u2019re also working on a negotiation bot \u2013 currently only for micro-suppliers. For larger suppliers, personal interaction is still expected \u2013 and required.<\/p>\n

Finally, what are the key numbers behind the project – and which Kloepfel teams were involved?<\/span><\/h3>\n

The core negotiation team consisted of four negotiators and two support staff. The negotiation phase lasted about four months. The result: 4.76% savings on a total spend of $35.8 million \u2013 equivalent to around $1.7 million. This was achieved despite our client facing declining revenues and having previously renegotiated with suppliers as frequently as every quarter.<\/p>\n

<\/span>The full project involved several units across the Kloepfel Group \u2013 including Logistics, IT, Technical Sourcing, and Kloepfel Engineering.<\/p>\n

Project figures at a glance<\/strong><\/p>\n

\u2022 Negotiation team:<\/strong> 4 negotiators
\n\u2022 Negotiation duration:<\/strong> 4 months
\n\u2022 Savings achieved:<\/strong> $1.7 million
\n\u2022 Total spend:<\/strong> $35.8 million
\n\u2022 Savings percentage:<\/strong> 4.76%<\/p>\n

Interview with:<\/p>\n

\"\"
Dr. Marvin M\u00fcller, Head of Negotiations, Kloepfel Consulting<\/figcaption><\/figure>\n
Would you like to learn more about our Negotiations Division? Feel free to contact us!<\/div><\/div>\n

Visit our page for more information on KLOEPFEL Negotiations.<\/a><\/p>\n

Contact:
\n<\/strong>
\nKloepfel Group
\nDamir Berberovic
\nPhone: +49 211 941 984 33 | Email: rendite@kloepfel-consulting.com<\/p>\n","protected":false},"excerpt":{"rendered":"

Interview with Dr. Marvin M\u00fcller Efficient, committed, strategic \u2013 this is how Kloepfel negotiates with suppliers. The result of this project: 4.76% savings on a $35.8 million volume, despite a challenging market environment. Marvin, what is your role at Kloepfel \u2013 and what defines your negotiation strategy? I lead the Negotiations division at Kloepfel. Our<\/p>\n","protected":false},"author":2,"featured_media":12058,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[33],"tags":[],"class_list":{"0":"post-12056","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-interviews"},"yoast_head":"\n$1.7 Million in Savings \u2013 Negotiating with Clarity and Consequence | Kloepfel Magazin<\/title>\n<meta name=\"description\" content=\"How Kloepfel achieved $1.7 million in savings for a client through strategic negotiations, clear consequences, and close teamwork in a complex market environment.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/kloepfel-magazin.com\/en\/interviews\/1-7-million-in-savings-negotiations-12056\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta 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