{"id":12085,"date":"2025-06-23T18:07:54","date_gmt":"2025-06-23T16:07:54","guid":{"rendered":"https:\/\/www.kloepfel-magazin.com\/?p=12085"},"modified":"2025-06-23T18:07:54","modified_gmt":"2025-06-23T16:07:54","slug":"procurement-optimization-components","status":"publish","type":"post","link":"https:\/\/kloepfel-magazin.com\/en\/cases-en\/procurement-optimization-components-12085\/","title":{"rendered":"Strategic Procurement Optimization at a Global Market Leader for Components"},"content":{"rendered":"<h2><strong>When change is not only structural \u2013 but also cultural.<\/strong><\/h2>\n<p>Transformation doesn\u2019t begin on paper, but in people\u2019s minds \u2013 as clearly demonstrated at a globally leading manufacturer of components. This company, operating independently within an international corporate group, set itself ambitious savings targets at the beginning of 2024. Several million euros were to be achieved through group-wide category management \u2013 via negotiations, tenders, relocations, and targeted supplier changes. But despite dedicated efforts, the anticipated breakthrough initially failed to materialize.<\/p>\n<h3><strong>Between Ambition and Reality: Project Kick-Off<\/strong><\/h3>\n<p>The challenge was multifaceted: varying levels of procurement maturity across international sites \u2013 from Germany to Eastern Europe, India, and China \u2013 met a newly created, cross-plant organizational structure. The role of category manager had been defined, but not fully embraced across the board. Not everyone could or wanted to evolve from a local role into the new structure, resulting in an above-average turnover. Language barriers and cultural differences further complicated consistent implementation.<\/p>\n<p>At the same time, the supplier market weakened noticeably. This brought the primary objective \u2013 achieving tangible savings \u2013 even more sharply into focus. It wasn\u2019t just about process optimization: the goal was to strengthen the role of the committed head of procurement, not undermine it. Psychological sensitivity was essential.<\/p>\n<h3><strong>External Support as a Catalyst<br \/>\n<\/strong><\/h3>\n<p>To effectively support this transformation, an experienced consultant was brought in \u2013 with a clear mandate: safeguard the strategic transformation, accelerate implementation, and deliver measurable results. The project began in February 2024, with a consulting commitment of one to two days per week over a ten-month period.<\/p>\n<h3><strong>What Happened in Practice: From Excel to Excellence<br \/>\n<\/strong><\/h3>\n<p>The first step was technical \u2013 and symbolic: Excel spreadsheets were replaced by a digital PMO tool. All measures were systematically transferred, checked for plausibility, and made centrally trackable. This created transparency and ensured reliable tracking of progress toward goals.<\/p>\n<p>In parallel, a standardized strategy template for procurement categories was developed and introduced. In one-on-one sessions with category managers, strategies were refined and made implementation-ready. Where necessary, the consultant provided concrete input and market analyses \u2013 always with the goal of strengthening ownership within the team.<\/p>\n<p>A key component was the new KPI cockpit: the focus on four indicators proved effective \u2013 on-time delivery, payment terms, savings volume, and quality metrics. These KPIs became the backbone of the new steering mechanism. Monthly review meetings ensured accountability and continuous progress toward the defined goals.<\/p>\n<h3><strong>Negotiating with Structure \u2013 and Confidence<\/strong><\/h3>\n<p>To unlock additional potential, a negotiation initiative was launched: for prioritized suppliers, targeted direct negotiations were prepared. A well-thought-out storyline was developed together with the team and tested in pilot negotiations. One key takeaway: good preparation doesn&#8217;t replace negotiation skills \u2013 but it provides a sense of security, especially in international settings.<\/p>\n<h3><strong>Embedding Knowledge \u2013 In Minds and Culture<\/strong><\/h3>\n<p>The transformation went beyond processes and tools. A central element was empowering people. Monthly, interactive online training sessions took place \u2013 each lasting three hours, focusing on practical topics such as negotiation techniques, annual supplier reviews, project purchasing, portfolio management, or price analysis. New team members were integrated through tailored onboarding sessions.<\/p>\n<p>At the same time, the head of procurement received one-on-one coaching \u2013 strategically, methodologically, and situationally. His natural role as a driver and architect of change was not only strengthened organizationally but also personally reinforced.<\/p>\n<h3><strong>What Remains: More Than Numbers<\/strong><\/h3>\n<p>After ten months, one thing is clear: the organization hasn\u2019t just professionalized its processes \u2013 it has matured. Strategies are robust, actions are trackable, responsibilities are clearly assigned. Savings have been achieved, but the real asset lies elsewhere: in the increased self-efficacy of the teams and their confidence in their own capabilities.<\/p>\n<p>The international procurement organization is now better positioned \u2013 not just for the next savings goal, but for long-term strategic development. Because lasting change isn\u2019t a matter of tools \u2013 it\u2019s a matter of will.<\/p>\n<p><span style=\"color: #ff6600;\"><strong>Project Highlights at a Glance<\/strong><\/span><\/p>\n<ul>\n<li>Duration: 10 months<\/li>\n<li>Consulting Days: 48 days<\/li>\n<li>Locations: Online across Germany, CEE, India, China<\/li>\n<li>PMO Tool: newly introduced<\/li>\n<li>Trainings: monthly, interactive, 3-hour sessions<\/li>\n<li>Objective: savings in the millions &amp; strengthening the procurement organization<\/li>\n<\/ul>\n<p><span style=\"color: #ff6600;\"><strong>4 Core KPIs<\/strong><\/span><\/p>\n<ul>\n<li>On-time delivery<\/li>\n<li>Payment terms<\/li>\n<li>Savings volume<\/li>\n<li>Quality metrics<\/li>\n<\/ul>\n<p>All KPIs were tracked monthly and served as central control elements in the new procurement controlling system.<\/p>\n<p><strong style=\"font-size: 14px;\">Quote &#8211; Consultant\u2019s Perspective<\/strong><\/p>\n<blockquote><p>\u201cChange doesn\u2019t happen through processes alone. It takes clarity, trust, competence \u2013 and people who are willing.\u201d<br \/>\n\u2013 Dr. Stephan Hofstetter, Project Lead &amp; Partner at Kloepfel Consulting<\/p><\/blockquote>\n<p><strong>Quote \u2013 Client Testimonial<\/strong><\/p>\n<blockquote><p>\u201cThe combination of structured methodology and situational support helped us take action faster \u2013 and finally bring the horsepower to the road.\u201d<br \/>\n\u2013 Head of Strategic Purchasing, Client<\/p><\/blockquote>\n<p><strong>Author:<\/strong><\/p>\n<figure id=\"attachment_11535\" aria-describedby=\"caption-attachment-11535\" style=\"width: 300px\" class=\"wp-caption aligncenter\"><img fetchpriority=\"high\" decoding=\"async\" class=\"size-full wp-image-11535\" src=\"https:\/\/kloepfel-magazin.com\/wp-content\/uploads\/2025\/03\/S.Hofstetter_Kloepfel-Consulting_220603.0241.ret3_-300x200-1.jpg\" alt=\"\" width=\"300\" height=\"200\" srcset=\"https:\/\/kloepfel-magazin.com\/wp-content\/uploads\/2025\/03\/S.Hofstetter_Kloepfel-Consulting_220603.0241.ret3_-300x200-1.jpg 300w, https:\/\/kloepfel-magazin.com\/wp-content\/uploads\/2025\/03\/S.Hofstetter_Kloepfel-Consulting_220603.0241.ret3_-300x200-1-150x100.jpg 150w\" sizes=\"(max-width: 300px) 100vw, 300px\" \/><figcaption id=\"caption-attachment-11535\" class=\"wp-caption-text\">Dr. Stephan Hofstetter, Managing Director, Kloepfel Switzerland<\/figcaption><\/figure>\n<div class=\"su-note\"  style=\"border-color:#d46500;border-radius:3px;-moz-border-radius:3px;-webkit-border-radius:3px;\"><div class=\"su-note-inner su-u-clearfix su-u-trim\" style=\"background-color:#ee7f00;border-color:#ffffcc;color:#ffffff;border-radius:3px;-moz-border-radius:3px;-webkit-border-radius:3px;\">Questions about the topic? Contact us \u2013 we look forward to your inquiry!<\/div><\/div>\n<p><strong>Contact: <\/strong><\/p>\n<p>Kloepfel Group<br \/>\nDamir Berberovic<br \/>\nTel.: 0211 941 984 33 | Mail: rendite@kloepfel-consulting.com<\/p>\n","protected":false},"excerpt":{"rendered":"<p>When change is not only structural \u2013 but also cultural. Transformation doesn\u2019t begin on paper, but in people\u2019s minds \u2013 as clearly demonstrated at a globally leading manufacturer of components. This company, operating independently within an international corporate group, set itself ambitious savings targets at the beginning of 2024. Several million euros were to be<\/p>\n","protected":false},"author":2,"featured_media":12086,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[78],"tags":[],"class_list":{"0":"post-12085","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-cases-en"},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.2 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Strategic Procurement Optimization at a Global Market Leader for Components | Kloepfel Magazin<\/title>\n<meta name=\"description\" content=\"Discover how a global market leader achieved its savings targets through strategic procurement optimization and cultural transformation.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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