Identify, negotiate, and realize sustainable cost savings across your supply base — with a vendor-by-category spend map, prioritized savings opportunities, and a 12-month roadmap delivered as a board-ready HTML report in minutes.
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Company Profile
Full legal name of the company (e.g., Atlas Freight Logistics, Inc.)
Industry and business model (e.g., mid-market trucking & logistics, 1,200 drivers, asset-heavy)
Dominant payment terms across supply base (e.g., Net 30 for most vendors; Net 45 with top 3 suppliers; no early-pay discounts in place)
Portion of spend under contract and upcoming renewals (e.g., 60% of spend under contract; $45M in contracts expiring within 12 months)
Savings Opportunity Context
Specific procurement problems already identified (e.g., 142 maintenance vendors with no volume discounts; 24 fuel vendors — no consolidated pricing)
Categories where vendor count reduction is feasible (e.g., maintenance from 142 to 3 national chains; IT from 31 to 15 core systems)
Any known benchmark or market rates vs. current pricing (e.g., industry fuel contracts average 4-5% below our current rates; insurance benchmark suggests 6-8% savings feasible)
Board-set or CFO-set savings goal in $ and % of spend (e.g., $8-12M, or 4-6% of total spend, within 12 months)
Strategic & Organizational Context
Board directives and operational constraints affecting procurement (e.g., cannot disrupt fleet operations; board wants 10% cost reduction by year-end; no layoffs)
Current state of procurement function (e.g., no centralized procurement team; ad-hoc purchasing by ops managers; no spend analytics in place)
Who owns vendor relationships and approvals (e.g., COO owns maintenance vendors; CFO owns insurance and IT; VP Ops owns fuel)
When savings must be realized and what's driving urgency (e.g., EBITDA pressure from lender covenants; savings must show in Q3 P&L)
Negotiation Levers
Tactics the business is open to using (e.g., competitive RFPs, volume commitments, early-pay discounts, rebate programs, multi-year contracts)
Single-source risks or critical vendors that cannot be changed (e.g., single-source fuel provider in 3 regions; proprietary ERP vendor — cannot switch)
Generating Report
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