Our
Commitment

  • 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

  • Les relations fournisseurs restent transactionnelles.
  • Les démarches d’Open Innovation sont absentes ou peu structurées.
  • L’innovation fournisseurs est peu exploitée.
  • Les opportunités de collaboration ne sont pas structurées.
  • La fonction achats reste centrée sur le coût.
  • Diagnostic ciblé : analyse des relations fournisseurs et du potentiel d’innovation.
  • Stratégie priorisée : définition d’une stratégie de collaboration et d’innovation fournisseurs.
  • Déploiement opérationnel ciblé : structuration des démarches d’innovation, de co-développement et des partenariats.
  • Technologie & IA : outils de pilotage des performances et des collaborations.
  • People and change : évolution des pratiques achats vers la création de valeur.
  • Résultats mesurés : création de valeur, accélération de l’innovation et amélioration de la performance fournisseurs.

Quand vous ne captez pas la valeur stratégique de vos fournisseurs

  • Les exigences réglementaires (CSRD, devoir de vigilance) augmentent.
  • La maîtrise du scope 3 devient critique.
  • La traçabilité fournisseurs est limitée.
  • Les arbitrages coût vs RSE sont complexes.
  • La stratégie achats responsables n’est pas structurée.
  • Diagnostic ciblé : analyse des impacts environnementaux et des risques fournisseurs.
  • Stratégie priorisée : définition d’une stratégie achats responsables.
  • Déploiement opérationnel ciblé : intégration des critères RSE dans les décisions achats.
  • Technologie & IA : outils de pilotage carbone fournisseurs.
  • People and change : sensibilisation des équipes.
  • Résultats mesurés : réduction des risques réglementaires et amélioration de la performance durable.

Quand vous devez intégrer les enjeux RSE dans vos décisions achats

  • Les outils digitaux sont sous-exploités.
  • Les cas d’usage IA ne sont pas priorisés.
  • Les équipes manquent de compétences digitales.
  • La transformation digitale est difficile à déployer.
  • Diagnostic ciblé : analyse de la maturité digitale et identification des cas d’usage IA prioritaires.
  • Stratégie priorisée : définition d’une roadmap de transformation digitale et IA.
  • Déploiement opérationnel ciblé : mise en œuvre des cas d’usage digitaux et refonte des processus métiers et rôles associés.
  • People and change : upskilling digital des équipes achats : plan de montée en compétences digitales, formation IA, université achats.
  • Résultats mesurés : transformation durable de la fonction achats, réduction du délai de traitement des commandes et jusqu’à 40 % de gains sur l’efficacité achats.

Quand votre fonction achats doit se transformer pour gagner en performance

Our
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
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Innovation Consulting Automotive
Redesigning the Acquisition Process and Tools for a Tier 1 Automotive Supplier to Enhance Competitiveness in RFQ
Duration: 6 months
Innovation Consulting Automotive
Developing Efficiency: Lean Engineering Transformation for a Leading Tier-1 Automotive Supplier
Duration: 3 months
Innovation Consulting Cosmetics
Developing a Group-Wide Strategy for Implementing Sustainable Packaging Objectives for a Global Cosmetics Leader
Duration: 5 months
Agrifood
Revitalizing the B2B network of a longstanding leader in short distribution channels in the food industry
Duration: 6 months
Agrifood
Redefining the value proposition and positioning of a leading brand of a historic leader in the short-distance channel
Duration: 6 months
Innovation Consulting Automotive
New Business Factory: from catching opportunities to Business Experimentation
Duration: 12 months
Lifescience & Health
Assessment of CSR Maturity: the KEPLER Approach to the Medical Device Industry
Duration: 4 months
Distribution, Retail & e-Commerce
Turning CSR into a Competitive Advantage
Duration: 3 months
Real Estate and Construction
Low-carbon initiative: integrating sustainability from the design phase in Real Estate
Duration: 3 months
Innovation Consulting Cosmetics
Designing and Implementing a New Organization for the Knowledge of Competitive Environment Activities of a Cosmetics Leader
Duration: 6 months
Offer

Operational Performance Diagnosis

26 Jun. 2025
Offer

Strategic Research: From Strategic Complexity to Actionable Growth Levers

2 Jun. 2025
Offer

New Business Factory: an Approach to Sustainable Innovation

6 Nov. 2024
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