Global consumer goods leader · Direct materials
Bringing control to a 30-country packaging supply base
$150M+annual spend
300+suppliers
6.36%savings vs 4% target
Situation
More than 10,000 packaging material codes, 300+ suppliers and six business units across Europe and North America, with fragmented ownership and limited transparency on price and compliance.
What I did
Led a 24-person delivery team running the spend through a single managed model: one point of accountability, validated pricing, built-in compliance controls and supplier rationalisation, while handling supply disruptions and new-supplier onboarding.
Result
Seven consecutive years of year-on-year savings, 6.36% against a 4% target, full price transparency and a client sourcing team freed to focus on strategic work.
Same global consumer goods leader · Plastic packaging, Europe
Keeping 41 plants supplied when two suppliers shut down
133suppliers in 16 countries
22% → 100%suppliers under approved agreements
0supply interruptions
Situation
Blow-moulded, injection-moulded and tertiary packaging for 41 manufacturing sites and two contract manufacturers: 1,200+ material codes, 133 suppliers and 24 business units, with only 22% of suppliers covered by formal, approved agreements.
What I did
Put procedures and governance in place for pricing, contracts, tooling and forecasts, and managed more than 24 critical supply-chain incidents, including the unexpected closure of two suppliers.
Result
Every in-scope supplier brought under an approved agreement, 2–3% annual savings, and both supplier closures absorbed with no interruption to production, while generating further savings.
Global consumer health and hygiene group · Tail-end indirect spend
Bringing discipline to the spend nobody was managing
~$60Msavings over five years
10%average saving
<60% → 100%spend data accuracy
Situation
Purchases below the sourcing threshold, from services and MRO to equipment and chemicals, were bought directly by users across around 40 sites in eight countries: little competitive bidding, heavy single sourcing, free-text orders and spend data that was less than 60% accurate.
What I did
Led the team that routed in-scope requests through a managed bidding and negotiation service with agreed turnaround times, approved supplier lists by category, regular supplier refresh, catalogues for repeat buys, and weekly, monthly and quarterly scorecards up to executive level.
Result
Around $60M of realised savings on roughly $600M of spend over five years, with 85% of requests competitively bid, 55% of orders through catalogues, 98% internal audit compliance and fully accurate spend classification, all ahead of the client's targets.
Speciality chemicals group · Indirect spend after a merger
Turning two purchasing cultures into one savings programme
€54Mspend re-sourced
€7.3Msavings delivered
13%average saving
Situation
Following a merger, two organisations bought the same indirect categories in different ways, with duplicated suppliers and no shared view of the combined spend.
What I did
Ran eight sourcing programmes across logistics, temporary labour, travel, office supplies, parcels and events, aligning legacy strategies and reporting to a central steering committee with clear governance and total-cost-of-ownership discipline.
Result
About €7.3M of savings on €54M of spend, ranging from 4% to over 40% by category, with every programme accepted by the steering committee.
Global testing, inspection and certification group · P2P and catalogues
Finding where control was being lost across 68 countries
68+countries assessed
€27–34Mannual leakage identified
5functions aligned
Situation
A fragmented global buying environment: low catalogue adoption, inconsistent buying channels and unclear ownership between Finance, Procurement, Operations, business units and shared services.
What I did
Assessed the end-to-end P2P and catalogue landscape, quantified the leakage, and redesigned decision rights, escalation routes and KPI governance with global and regional stakeholders.
Result
€27–34M of potential annual leakage made visible and translated into prioritised governance, sourcing and implementation actions, moving the conversation from procurement savings to enterprise control.
