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spend.digital Book a consultation 00Procurement Consulting Your second largest cost line deserves full-time attention. We are a small firm of career procurement leaders who write the category strategy, sit inside the negotiation, and hand your team the muscle memory required to keep the discipline running long after we leave the room. Book a consultation See the practice ›FIG A / SPEND CUBE 01 / 06 CATEGORY SUPPLIER BUSINESS UNIT TAIL CATEGORY FLAGGED 8-14% ADDRESSABLE O FIG. A / CUBE LAYOUT SCALE 1 : 1 01The Approach How the work actually runs. We do not run six-month diagnostics that end in a slide deck. The first fortnight tells you where the money is, the next quarter proves that we can go and get it, and the work continues from there on a cadence your team can hold without us. We find the savings, negotiate them alongside your buyers, and stay in the room until they reach the profit line and hold there. 02The Practice Six practice areas, run by senior practitioners. Procurement is the whole of our scope, which we consider more than enough work for a career. Every practice area is staffed with people who have run the same work inside industry before they started advising on it. 01 Spend Intelligence A clean, single view of every pound, every supplier, and every category, kept current so that decisions are made from one source of truth. 02 Category Management Category plans written by people who have run the category inside industry, with named owners and dates that survive the next reorganisation. 03 Tail Spend The long tail brought under sensible control through consolidation, guided buying, and a light governance rhythm that your buyers can actually maintain. 04 Digital Procurement Source-to-pay platforms selected honestly and rolled out to fit the team you have, with adoption measured weekly from the day the system goes live. 05 Supplier Management Segmented governance, live risk registers, and quarterly reviews for the relationships that carry real value or real exposure. 06 Training & Development Practitioner-led training that lifts the whole procurement function, built around your live sourcing pipeline and the categories your team is working on now. 03Track Record 8-14% Addressable savings we identify in a typical two-week diagnostic across indirect spend categories. 60+ Category strategies written across manufacturing, financial services, public sector, and healthcare over the last decade. 20+ Years of hands-on procurement leadership per partner, all served inside industry before advising others. 6:1 Typical return on our fees over the life of a first-year engagement, measured against addressed categories. 04Field Manual How we draw the work before we start doing it. Every engagement begins with a set of drawings that map the spend cube, the supplier network, and the category tree, so that the decisions that follow rest on shared instruments rather than assumption. ■SHEET 01 / FIELD MANUAL REV 2026.02 ›FIG C / SUPPLIER NETWORK 01 / 03 BUYER TIER 1 TIER 2 SINGLE SOURCE FIG. C / TIERED GRAPH N = 12 ›FIG F / CATEGORY TREE 02 / 03 TOTAL SPEND DIRECT INDIRECT SERVICES TAIL SPEND 80% SUPPLIERS 20% SPEND LEVEL 1 FIG. F / TAXONOMY L2 9 LEAVES ›FIG D / CONTRACT 03 / 03 MASTER AGREEMENT 01 02 03 04 05 06 07 08 BUYER SUPPLIER SAVINGS CLAUSE INDEXED ANNUAL EXECUTED COUNTERSIGN FIG. D / CLAUSE MAP MSA v4 05Case Studies The number that mattered on recent engagements. All engagements Industrial Manufacturer 9% Cost reduction on the addressed indirect categories, delivered inside the first sourcing cycle and audited by finance. Financial Services 40% Reduction in the active supplier base with service levels held or improved across the top thirty relationships. Public Sector 18% Category cost reduction across estates, professional services, and information technology, with a clean audit trail on every award. Healthcare Provider 11% Consumables cost reduction achieved without changing clinical acceptance, agreed with clinical leads at the table. 06The Transformation Agenda These are the measures we report against, and they are the ones your board already tracks. Six standard procurement levers that finance and operations leaders recognise on sight. Every engagement moves at least one of them measurably, on a timeline the chief financial officer can hold us to. Spend under management 50 to 80%+ The share of third-party spend actively governed by procurement typically rises from below half to above four-fifths within the first year. Cost-out 6 to 12% Realised unit-cost reduction on addressed categories usually lands in the six to twelve percent range during the first full sourcing cycle. Savings to EBITDA 70%+ Best-practice realisation sees more than seventy percent of negotiated savings arrive in the profit line rather than leaking into scope creep. Addressable spend 40 to 70% The portion of total third-party spend that procurement can genuinely act on is sized honestly before any commitment is made. Source-to-pay cycle 5 to 7 days A single, connected process from sourcing decision to invoice paid brings the average cycle down into the five to seven day range, with fewer exceptions along the way. Working capital 10 to 20 days Payment terms and inventory levers commonly release ten to twenty days of working capital across the addressed supply base without touching unit price. 07Year in Spend See what a year of your purchasing data would say about you. Play the demo 07Contact Bring us in on the next hard category and we will scope the work with you. Book a consultation spend.digital We are a senior procurement consulting firm working with finance and operations leaders who want spend managed as a discipline rather than a spreadsheet exercise. Practice Spend IntelligenceCategory ManagementTail SpendDigital ProcurementSupplier ManagementTraining & Development Firm AboutCase StudiesInsightsYear in SpendContact Reach krishna@spend.digitalLinkedIn © 2026 spend.digital All rights reserved We run procurement as a discipline.