Savings claimed on purchase consolidation at signature are frequently lost during execution. Inventory tied up in this aspect of procurement and supply operations is capital the organisation cannot use elsewhere. Most organisations already have a policy on the practice within procurement and supply operations; far fewer can show it working. The programme takes participants through purchase consolidation end to end, from framing the problem to closing it out. Work is grounded in real cases drawn from this part of procurement and supply operations, which each participant adapts to conditions in their own organisation. They leave able to brief senior management on this aspect of procurement and supply operations in terms that support a decision. It is pitched for practitioners with responsibility for purchase consolidation, not for observers of it. Mature organisations treat this area of procurement and supply operations as a standing capability rather than a project that finishes. The programme closes with an action plan for this aspect of procurement and supply operations that each participant writes for their own organisation.
Expected Learning Outcomes
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Draw practical lessons from failures in purchase consolidation without assigning blame that suppresses reporting.
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Verify that improvements to purchase consolidation have held six months after they were introduced.
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Segment spend on purchase consolidation and apply a sourcing strategy proportionate to risk and value.
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Plan the disposal or return route for obsolete and damaged stock in purchase consolidation.
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Build the approval and segregation controls preventing procurement fraud in purchase consolidation.
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Evaluate suppliers for purchase consolidation on total cost of ownership, not unit price.
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Build a concise sourcing procedure for purchase consolidation that colleagues can follow without further explanation.
Who Should Attend
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Managers in small and medium organisations who own purchase consolidation alongside other duties.
