Our
Commitment

  • Develop a Purchasing Plan linked to the company’s strategy
  • Anticipate needs arising from new business models
  • Leverage supplier innovation to create differentiation
  • Support international growth with the right sourcing model
  • Anticipate and maximize the value of purchases resulting from M&As
  • Support the company’s CSR strategy through an adequate CSR procurement policy
  • Procurement Strategic Plan & Benchmarks
  • Pre & Post Merger Procurement Synergies Plans
  • Market screening & global footprint sourcing
  • Category Management Framework
  • Supplier Innovation

Co-Operate the Company's Strategy

  • Design and deliver a Savings and Cash Flow
  • Plan to impact P&L and free cash flow
  • Develop and execute cross-functional category strategies to continuously optimize TCO and mitigate risk
  • Select and lead rights providers to achieve QCDI objectives on new projects
  • Continuously improve the suppliers Quality Of Service
  • Cost Savings: Direct & Indirect Spend Optimization
  • Cash Optimization Plan
  • Cost Optimization in NPD process
  • Redesign-To-Cost
  • Rapid Repricing / Negotiation Task Force
  • easyKost Booster
  • Should Costing

Deliver Total Performance

  • Position the purchasing organization as a commercial partner (front office)
  • Refocus the organization of purchasing on high added value tasks (middle office)
  • Develop a digital and low cost back-office for transactional processes (“End to End”) and Data Analysis
  • Synchronize activities with other functions and strengthen cross-functional collaboration
  • Leverage AI and Data for increased efficiency and performance
  • Develop human skills and attractive career path for procurement associates
  • Redesign and implementation of the Procurement Operational Model (organization, process, digital analysis and AI)
  • Digital Procurement Roadmap
  • Assessment of skills and plan to improve the framework and maturity
  • Purchasing Academy setup

Build an Efficient and Flexible Operating Model

  • Monitor supplier performance to meet quality and service level goals
  • Develop and implement the best management of relations with suppliers
  • Map and monitor suppliers risks and develop an adequate Mitigation Plan to ensure business continuity
  • Making CSR purchases a source of value
  • Supplier Performance Management
  • Supplier Relationship Management
  • Supplier Risks and CSR management
  • Construction and deployment of Supplier Development Programs
  • Implementation of Monozukuri approaches with suppliers

Mobilize and Monitor the Extended Enterprise

Our
Approach

Procurement actively contributes to the development of the company. In order to create a competitive, sustainable, and unique advantage, it is necessary to implement purchasing strategies that align with the very SOUL of the organization.

  • 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 by 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 CPO, representing different industrial sectors and directly involved in our projects for their functional / sector expertise
  • Long-term and “tailor-made” approach to customer relations and 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 Fundamentals in Procurement

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 has a unique model geared towards building sourcing strategies that incorporates the need for agility as well as long-term 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 supports 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 crucial component necessary to drive improved supplier performance and to strengthening strategic axes such as innovation and international development. Kepler specializes 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 Task force

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 has developed customized negotiations 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 relies on its own should cost methodology and the software ‘EasyKost’ to solve these challenges.

Procurement Operating Models Design

KEPLER 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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In Support of All Our Actions

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