Rapid impact cost reduction project on COGS, Pack, Logistics, Marketing and General Expenses.

Renegotiation of CMOs and Raw materials. Optimization of end-to-end Logistics. Demand reduction in Indirect spend.

3.5% impact vs. 60m€ spend secured in less than 6 months.

Redesign of the logistics operating model for an iconic leader in access luxury brands.

Optimization of transportation rates, forecasting model, and network footprint.

Fund the journey with indirect spend savings (0.5m€)

2.5 m€ net savings identified vs. 17m€ logistics spend

Sprint to identify additional cost improvement potential of a leading processed food brand

300m€ spend base screened in 6 weeks. 3 m€ incremental potential identified on top of existing plans (+30% boost)

Implementation plan designed at initiative level (25 new projects)

Optimize 100M€ technical services / technical goods spending

Apply operational performance levers (productivity, workforce management, scope of work, SLA...)

1.5m€ impact generated and secured through revised contracts

250m€ direct and indirect spend base analyzed.

All optimization levers identified and added on top of the existing plan (15M€ EBITDA impact at stake)

Should costing and product teardown performed for key SKUs to identify technical / design optimization levers

600 m€ spend base analyzed across direct and indirect spend.

25m€ EBITDA impact generated in 14 months project across Energy, Logistics, Packaging, MRO, Raw Materials...

Project impact factored in transaction price during the due diligence (pre-exit)

800m€ cost reduction plan for a 15B€ spend pharma global leader (Direct / Indirect spend)

500m€ embedded in the budget in-year with direct profitability impact. Traceable at project level.

Major initiatives on CRO spend, Logistics, Packaging, and CMO / Raw materials.

10M€ EBITDA improvement plan for a 500m€ revenue consumer pharma leading brand

Value Engineering program rolled-out across major product lines (spec / design optimization on pack & materials)

End-to-end logistics spending optimization resulting in 30% savings.

5y procurement strategy & op. model transformation for the board of a humanitarian NGO (Pro Bono)

800m€ spend reviewed across medical devices, medicines, equipment, transportation, and HQ spending

Development of cross BU operating model for procurement centrally & in-countries (operations in 90 countries+)

Pre-merger synergy identification within a major M&A between two equal sized global car fleet providers

20B€ combined spend across new vehicles, maintenance & repair, tyres, fuel, STCR, and indirect spend.

250m€ synergies identified and planned over 3 years.

Negotiation & contracting coaching for sales forces – 40 m€ revenue in pricing improvement

Leading the ‘non personnel cost’ stream of a restructuring plan (500 m€ spend)

Leading the procurement stream (50% of total impact) of a large-scale turnaround effort

Large scale IT run cost reduction (AMS, IMS, Helpdesk) – 30% out of 100m€ spend

Opportunity assessment on 1B€ spend indirect and direct materials. Design of a transformation plan. Identification of 10m€ quick wins implementable in 2020, and 50m€ by 2022

Rapid sourcing opportunity assessment as part of the budget making process for the commercial organization (2B£ spend reviewed in Marketing, Media, Events & Customer Services)

12-months procurement transformation on 1.4B€ indirect spend across 5 geographies (FR, US, CN, IN, BR). Evidence of 100m€ savings potential, designed the program, mobilized the organization, and conducted initial series of work streams yielding 10m$ savings in US

5-years roadmap & TOM for the CEO of a Procurement Alliance

Cost reduction effort for the Ministry of Health and Education of Saudi Arabia

7m€ cost reduction across technical spend (MRO and Traded Goods) in Europe

IT Procurement diagnostic which allowed to highlight 500m$ of untapped savings potential

IT services & professional services optimization for banking groups

Rapid impact cost reduction project for a civil works company in 5x countries in Africa (500m€ spend base)

Post merger synergies for external IT spend and organization (shared services)