{"id":3133,"date":"2026-02-12T13:29:22","date_gmt":"2026-02-12T12:29:22","guid":{"rendered":"https:\/\/eveneum.com\/?post_type=case-study&p=3133"},"modified":"2026-02-19T15:54:09","modified_gmt":"2026-02-19T14:54:09","slug":"risk-reduction-in-indirect-purchasing","status":"publish","type":"case-study","link":"https:\/\/eveneum.com\/en\/case-study\/risk-reduction-in-indirect-purchasing\/","title":{"rendered":"Risk reduction in indirect purchasing"},"content":{"rendered":"
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\n Basic information <\/h2>\n <\/div>\n
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\n \t\t\t Industry \t\t\t<\/div>\n \t\t\t \t\t\t \t\t\t
\n \t\t\t\tFMCG \t\t\t<\/div>\n \t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t\t
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\n\t\t\t\t\t\n\n\n\n<\/mask>\n\n\n\n\n\n\n\n\n\n\n<\/g>\n<\/g>\n\n\n\n<\/clippath>\n<\/defs>\n<\/svg>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n \t\t\t Project objective \t\t\t<\/div>\n \t\t\t \t\t\t \t\t\t
\n \t\t\t\tRisk reduction and process optimisation in indirect purchasing \t\t\t<\/div>\n \t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t\t
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\n \t\t\t Area \t\t\t<\/div>\n \t\t\t \t\t\t \t\t\t
\n \t\t\t\tInvestment, maintenance, logistics, trade and brand marketing, customer service \t\t\t<\/div>\n \t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t\t
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\n \t\t\t Duration \t\t\t<\/div>\n \t\t\t \t\t\t \t\t\t
\n \t\t\t\tThree weeks \t\t\t<\/div>\n \t\t\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t <\/div>\n \n
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\n\t\t\t\t\t\n\n\n\n\n\n\n\n\n\n\n\n\n\n<\/g>\n\n\n\n<\/clippath>\n<\/defs>\n<\/svg>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n \t\t\t Industry \t\t\t<\/div>\n \t\t\t
\n \t\t\t\tFMCG \t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t\t
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\n\t\t\t\t\t\n\n\n\n<\/mask>\n\n\n\n\n\n\n\n\n\n\n<\/g>\n<\/g>\n\n\n\n<\/clippath>\n<\/defs>\n<\/svg>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n \t\t\t Project objective \t\t\t<\/div>\n \t\t\t
\n \t\t\t\tRisk reduction and process optimisation in indirect purchasing \t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t\t
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\n \t\t\t Area \t\t\t<\/div>\n \t\t\t
\n \t\t\t\tInvestment, maintenance, logistics, trade and brand marketing, customer service \t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t\t
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\n \t\t\t Duration \t\t\t<\/div>\n \t\t\t
\n \t\t\t\tThree weeks \t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t
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\n Estimated results of the project <\/h2>\n <\/div>\n\n \t\t
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\n <\/svg> <\/div>\n
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\n Savings <\/div>\n
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savings potential for intermediate purchases 20%<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/div>\n
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\n <\/svg> <\/div>\n
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\n Risks <\/div>\n
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safeguarding the company's interests through a new contract structure<\/p>\n <\/div>\n <\/div>\n <\/div>\n

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\n <\/svg> <\/div>\n
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\n Process <\/div>\n
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implementing a transparent process for indirect expenditure<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n

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How are purchasing organisations evaluating leaders in their industries?<\/h3>\n\n\n\n

While describing the case study from the FMCG industry, we would also like to refer to other industries and companies that are continuously improving their processes and organisations. As part of the initiative\u00a0Why Shopping?<\/a>\u00a0we spoke to the Purchasing Director, Mr. Jacek Rybka of the company\u00a0Pratt&Whitney<\/a>\u00a0from the aviation industry. He highlighted the challenges in generating savings and the risks faced by companies with a complex, international organisation. He also spoke about the need to transform the purchasing function in Poland and increase accountability for business performance. Watch the entire speech in the video opposite.<\/p>\n<\/div><\/div>\n\n\n\n

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How does this relate to our case study?<\/h3>\n\n\n\n

Transforming the purchasing function and taking responsibility for the business locally are also important points for another of our clients. The CFO of a German group from the FMCG industry, which also has production facilities in Poland, asked us to review purchasing processes in the area of indirect purchasing. During initial discussions, he pointed out that the company was growing steadily in Poland and had opened, among other things, a second production location and a distribution centre. The CFO emphasised that direct production purchasing is well organised, centralised and coordinated by the head office in Germany. The situation is different for indirect purchasing. Indirect purchasing in the Polish branch is carried out directly in the business units. As he noted himself, he sees several risks at first glance:<\/p>\n\n\n\n

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  • the company takes over production lines from other plants, sometimes without proper documentation and start-up support<\/li>\n\n\n\n
  • the accounting department receives a large number of invoices for services for which no purchase orders have been created, and the documents are difficult to decode<\/li>\n\n\n\n
  • the recent warehouse expansion showed a lack of coordination between the logistics and investment departments<\/li>\n<\/ul>\n\n\n\n

    As part of the agreed scope of the project, the Eveneum team was responsible for mapping value streams in the departments implementing purchasing individually. The result of the collaboration was a report illustrating risks and improvements in the area of indirect purchasing. Below are some facts from the project that we can share with you.<\/p>\n<\/div><\/div>\n\n\n\n

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    \n This is important <\/div>\n

    \n How did we approach this? - Investment department <\/h2>\n <\/div>\n
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    \n <\/mask><\/mask><\/g><\/g><\/svg> <\/div>\n\n
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    \n Part 1 <\/div>\n\n
    \n Areas for improvement <\/div>\n <\/div>\n
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    • The archived documents do not fully illustrate the purchasing procedure.<\/strong> The selection of suppliers is done in meetings with the head of the department, there is no documentation of the decisions made<\/li>\n
    • Contracts are created on the basis of\u00a0the model provided by the supplier<\/strong>\u00a0but after consultation with the law firm<\/li>\n
    • No rules for formalising specifications<\/strong>. It is presented in various forms: email, drawing, photo, sample, conversation. The investment department is responsible for establishing the specification in the absence of it.<\/li>\n
    • Demands arise in different areas: technical department manager, shift manager in production, maintenance foremen, ERP (warehouse system), external service company. Demands are communicated in various forms\u00a0without an approval procedure<\/strong><\/li>\n<\/ul>\n <\/div>\n \n
      \n Read more\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n \n
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      \n <\/mask><\/mask><\/g><\/g><\/svg> <\/div>\n\n
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      \n Part 2 <\/div>\n\n
      \n Proposed solutions <\/div>\n <\/div>\n
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      • Transfer of responsibility for\u00a0purchase of electricity and utilities<\/strong> to the purchasing department. These are purely commercial purchases and do not need to be handled by the technical department. The time saved in the technical department would allow demands and specifications to be systematised<\/li>\n
      • Creation of\u00a0supplier competence grids<\/strong> in order to systematise and record staff expertise in the system. Currently, each employee has a view of the competence of suppliers<\/li>\n
      • Defined\u00a0principles for the formation of a multidisciplinary project team<\/strong> and responsibilities of members<\/li>\n
      • Clarification of the translated German\u00a0a generic classification for fixed assets<\/strong>\u00a0to facilitate the classification of fixed assets in Poland.<\/li>\n
      • Developing your own standard and\u00a0mandatory model contract<\/strong>, containing a standard set of bid performance parameters and the archiving of orders in the Investment Book<\/li>\n
      • Mandatory offer<\/strong> at least three suppliers where possible<\/li>\n<\/ul>\n <\/div>\n \n
        \n Read more\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n <\/div>\n<\/div>\n\n