Purchasing & Procurement


Make hidden potential visible.

Make quality and deadlines secure.

Purchasing materials, goods and services is a major part of every company’s budget. This makes the purchasing department an important lever to your competitiveness. Especially in the industry, purchasing often faces special challenges, since orders are often very complex and client specifications can vary greatly. Inefficiency in value streams not only leads to higher costs but to massive problems in the supply chain.

Our goal is to make sustainable improvements to purchasing performance and to generate waste-free value chains in addition to simply lowering costs. 

Using a variety of approaches, we support your purchasing department in every corporate situation by implementing sustainable effects.

We leverage hidden potential in purchasing, integrate your suppliers and safeguard deadlines and quality. A key aspect of this process is integrating suppliers as partners. This both lowers overall costs and improves the necessary quality and delivery reliability. Lean purchasing is thus a vital pillar in your company’s future.

What we offer

  • Creating transparency about spend analyses and establishing more efficient and effective structures
  • Conducting interdisciplinary workshops about product categories and suppliers to identify potential
  • Optimizing models of prices and conditions by actively managing negotiations
  • Sustainably lowering costs by minimizing waste in value streams and administration
  • Optimizing and standardizing products for long-term competitive advantages
  • Determining target costs for individual parts and components
  • Creating and analyzing product calculations in a variety of scenarios (manufacturing procedures, sites, processes)
  • Conducting interdisciplinary workshops to identify cost drivers and leverage potential
  • Integrating suppliers in product-cost optimization
  • Consistently and sustainably tracking and implementing measures
  • Defining and adapting purchasing strategies to corporate goals
  • Developing and operationalizing purchasing strategies
  • Defining areas of activity, measures and responsibilities
  • Qualifying employees to successfully implement the defined measures
  • Designing and automating strategic and operational purchasing processes
  • Reducing interfaces and defining tasks, competencies and responsibilities to prevent downtime
  • Applying IT standards and ensuring seamless data transfer, which in turn prevents incomplete or inaccurate information
  • Integrating purchasing into the product-development process early via frontloading
  • Recalibrating the structure based on strategic and operational requirements
  • Anchoring the functions in strategic and operational purchasing, project purchasing and supplier quality (as needed)
  • Defining tasks and responsibilities with no redundancies
  • Coordinating global purchasing strategies and activities
  • Developing a company-specific product-category index and classification of articles
  • Establishing product-category documentation for grouping particular specifications from production and assembly
  • Generating product-category and supplier strategies in keeping with the current market situation
  • Conducting interdisciplinary product-category workshops about systematic potential development, streamlining work procedures and inventory pooling
  • Conducting assessments to determine the company’s ability to meet specifications
  • Identifying problematic areas and their sources on an interdepartmental basis
  • Prioritizing the need for action
  • Consistently and sustainably pursuing all of the relevant measures
  • Reducing or eliminating supplier risk by creating transparency and professional structures
  • Conducting interdepartmental product-category and supplier workshops
  • Integrating interface partners in continuous improvement projects about reducing lead time and total cost of ownership
  • Integrating suppliers in product and process design early on
  • Creating transparency about software-supported information and data management (document management, business intelligence solutions)
  • Establishing well-functioning processes as the basis for value stream-oriented connected systems (P2P processes)
  • Connecting direct suppliers horizontally by means of the right software solutions
  • Selecting and implementing e-procurement tools for automatic order processing of C-parts and indirect material
  • Integrating digital shopfloor management for efficient leadership of departments across multiple sites
  • Strengthening key employee competences and qualifications
  • Attaining leadership excellence through visualization, problem-solving competence and regular communications (conventional or digital shopfloor management)
  • Managing and prioritizing based on figures, data and facts (data management)
  • Developing employees through mentorship programs
  • Creating understanding by empowering employees through training, coaching and benchmarking
  • Systematically expanding employee knowledge via on-the-job training or seminars

What you get

  • by reducing material costs and safeguarding schedules and quality
  • by a demand-based pull system for suppliers
  • by designing purchasing activities to have greater transparency and impact because of optimized processes and reduced interfaces
  • by creating stable structures, suitable standards and position-appropriate qualifications
  • by standardizing, modularizing and integrating strategic suppliers into the value-chain process






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Frank Gröner


Phone: +49 7024 8056 0



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