The situation is as old as it is eternally young: when it comes to material costs, you and your suppliers are pulling on opposite ends of the rope. And even the smallest territorial gain for one party or the other can add up to an enormous financial difference.
In this trial of strength, we support you with all our skills. After analyzing your purchasing data, we assign the appropriate methods to material groups and suppliers – usually in strategy workshops. We are aided by our extensive databases, which belong to the best ones in the industry.
What sets us apart from competitors, is the accurate derivation of measures. These are based on the one hand on our drozak Toolbox®, and on the other hand on our experience from >2,500 global projects in diverse industries and product groups.
In many cases, purchasing organizations do not know how to achieve the cost reductions demanded from them. Frequent causes: a lack of availability of purchasers, but also partially a lack of knowledge regarding modern purchasing tools, such as “Next Level Negotiations”.
drozak supports your purchasing with its specially developed drozak Toolbox®. It stands for a holistic approach, since both external (material groups, suppliers, sourcing regions) and internal (your footprint, employees, customers etc.) factors are considered.
That way it becomes possible to achieve short-term results such as “Quick Savings”, but also long-term objectives like beating monopolies. Based on Spend Cube analyzes, the most suitable measures are identified and implemented.
The enhancement of liquidity has become an objective of highest priority in recent years. Compared to former times, payment targets are greatly extended, while payment runs can be extremely reduced, and the subject of cash discounts has become something like a company religion.
One should, however, not underestimate the effort of DPO optimization. drozak is glad to have an extensive database regarding average payment targets of companies. These figures show how our clients are doing compared to their region, industry, the overall market, or competitors.
Our projects are divided into 3 phases: analysis, leverage, and implementation. They are accompanied by trainings which intend a sustainable knowledge transfer into the purchasing organization. The possible result: liquidity effects in the double-digit million range.
Until now, we have carried out 1,150 on site projects and a constantly growing number of virtual projects with our suppliers. However: we wouldn't call it supplier days, but rather carefully designed events. They create a momentum, to achieve conditions that were previously out of reach for the organization.
The events serve the purpose of making use of synergies, sending a signal of strength to suppliers and positively influencing their competition among each other. This can be related to the subject of prices, but also the contest for the best ideas and thus the favor of purchasing.
Supplier events, as we understand and arrange them, can be subdivided into topics. These range from tail-end-spend negotiations to A-suppliers, as well as innovation and “Supplier of the Year” projects. What they all have in common: they work.