• Developing a Purchasing Plan Linked to the Company’s Strategy
  • Anticipating Needs Arising from New Business Models
  • Leveraging Supplier Innovation to Create Differentiation and performance
  • Supporting International Growth with the Suitable Sourcing Model
  • Anticipating and Maximizing the Value of Purchases Resulting from M&As
  • Procurement Strategic Plan & Benchmarks
  • Pre & Post-Merger Procurement Synergies Plans
  • Design and Management of Category Strategies
  • Market Screening & Global Sourcing Footprint
  • Supplier Innovation

Co-Operating the Company's Strategy

  • Delivering Savings and Cash Flow Plan
  • Planing and Impacting P&L and Free Cash Flow
  • Developing and executing Cross-Functional Category Strategies to Optimize TCO and Mitigate Risk Continuously
  • Selecting and Leading Providers to Achieve QCDI Objectives on New Projects
  • Improving the Suppliers Quality of Service
  • Savings Plans on Direct and Indirect Purchasing and Cash Optimization Plans
  • Costs Optimization on New Products Development Plans
  • Value Analysis and Design-to-Cost
  • Rapid Repricing & Negotiation Task Force
  • easyKost Booster (Machine Learning Procurement) et Should Costing

Delivering Total Performance

  • Positioning the Purchasing Organization as a Commercial Partner (Front Office)
  • Refocusing the Organization of Purchasing on High Added Value Tasks (Middle Office)
  • Developing a Digital and Low-Cost Back-Office for tactical activities and data exploitation
  • Synchronizing Activities with Other Functions and Strengthening Cross-Functional Collaboration
  • Leveraging AI and Data for Increased Efficiency and Performance
  • Developing Human Skills and an Attractive Career Path for Procurement Associates
  • Redesign and Implementation of the Procurement Operational Model: Organization, Process, Governance, Management Systems, Digitization
  • Digital Procurement Roadmap
  • Maturity Assessment and definition of the “path to maturity”
  • Skills assessments, Training, Coaching Programs and Procurement Academy Setup

Building an Efficient and Flexible Operating Model

  • Monitoring Supplier Performance to Meet Quality and Service Level Goals
  • Developing and implementing “best in class” SRM models with suppliers
  • Mapping and Monitoring Suppliers Risks and Developing Adequate Mitigation Plan to Ensure Business Continuity
  • Supplier Performance Management
  • Definition and Implementation of SRM Models and Supplier Risk Management
  • Construction and Deployment of Supplier Development Programs
  • Implementation of Monozukuri Approaches with Suppliers

Mobilizing and Monitoring the Extended Enterprise

  • Building a Sustainable Procurement Policy in Line with the Company’s CSR Objectives
  • Selecting and Developing the Most Sustainable Suppliers
  • Securing Upstream Channels
  • Integrating CSR Dimensions into the Overall Cost Assessment
  • Integrating CSR requirements in the Choice and Selection of Components, in the Products Design or Re-Design Steps
  • Implementation of Sustainable Procurement Programs: Sustainable Sourcing Starter Program (S3P)
  • Supplier Panel Review Plan with Integration of Environmental Assessment
  • Scope 3 Emissions Control Plan
  • Plan for Securing the Sustainability of Upstream Sectors
  • TCO+ Approach with Reward/Penalty Scheme and CO2 Emissions in the Products Redesign Process

Supporting the company's CSR strategy

Consulting Approach

Procurement actively contributes to the development of the company. It is necessary to implement purchasing strategies that align with the very SOUL of the organization to create a competitive, sustainable and unique advantage. KEPLER's approach to procurement consulting addresses these three challenges.

  • Exclusive focus on high impact challenges related to purchasing strategy, operations and organization
  • Added value reinforced by best practices of cross-fertilization of multiple sectors and regular benchmarks
  • Category expertise in direct and indirect expenses
  • Strategic analysis with decision-makers to define their priorities and objectives
  • Operational and collaborative approach with client teams: co-design of solutions for faster implementation
  • Reinforced vision thanks to Kepler’s transversal skills in Innovation, Operations, Supply Chain
  • Skills, tools and digital partners to accelerate the transformation of the organization and procurement processes
  • Senior advisors, former CPOs, representing different industrial sectors and directly involved in our projects for their functional / sector expertise
  • Long-term and “tailor-made” approach to customer methodologies
  • Great flexibility in project management and working methods to adapt to client / team constraints
  • No costly over-engineering in the way we deliver our projects

Kepler Procurement Consulting Fundamentals

Category Management and Sourcing Strategies

Alignment with the company’s strategic goals and with the various operational roadmaps (engineering, finance, sales, marketing, etc.) can bring new and greater efficiency to Procurement. Kepler strategic sourcing consulting firm has a unique model geared towards building sourcing strategies that incorporate the need for agility as well as sustainable goals.

International Sourcing & Market Studies

The strategic understanding of a particular region and the operational flexibility that comes with international development requires that Procurement develop a deep knowledge of its supply base and the local procurement practices. Relying on its network of worldwide offices, Kepler Procurement advisory services support Procurement in its international planning/development goals.

Supplier Relationship Management (SRM)

Among the most underused levers in Procurement, SRM and its corollary – supplier development. This lever is a crucial component necessary to drive improved supplier performance and to strengthen strategic axes such as innovation and international development. Kepler Procurement Management consultants specialized in deploying programs across both areas, from strategic assessments to localized implementation. Deployment is supported by targeted training/coaching programs for relevant functions.

Digital & Data-Driven Negotiation Taskforce

Negotiations with suppliers too often fail because of the following; weak arguments, unreliable or unavailable data, improper financial modeling and poor savings estimates, etc. As a result, Kepler Procurement experts have developed customized procurement consulting negotiation toolkits across multiple industry sectors. These toolkits are used as a learning mechanism that enhances the skills of procurement teams that can be reused during future negotiations.

Costing & Redesign-to-Cost

Modeling procurement costs is more crucial than ever, not only in relation to suppliers but also internally as a means of making more sound / sustainable technical choices (e.g. Costed BOM’s). Kepler procurement consulting relies on its own should cost methodology and the software ‘EasyKost’ to solve these challenges.

Procurement Operating Models Design

Kepler Procurement Operations Consulting Firm supports the construction and implementation of new Purchasing Operating Models by working on all dimensions: strategic vision, organizational structure (Front / Middle & Back), synchronization with other businesses, redesign of processes, and systems management, digital roadmap, and skills development plan.


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Procurement Consulting Services by Kepler

Kepler is a consulting firm with a focus on Purchasing functions. With years of experience in Procurement Consulting Business helping organizations achieve procurement excellence, Kepler positioned itself as a benchmark player among the Top Procurement Consulting Firms, Kepler supports organizations in Category Management, purchasing strategies, international sourcing, SRM / SRRM, the creation of digital & data-driven negotiation task forces, Costing, and the redesign of models operational Purchasing.  Kepler Global Procurement Consulting Firm has its offices in the United States(U.S), France, China, and India.

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