Procurement & Sourcing
Strategic procurement starts with a different question than 'who's cheapest': which of our suppliers are actually a risk, and which are an innovation opportunity?
What We See
Procurement is evaluated on purchase price alone
When the only success metric for procurement is percentage price reduction, decisions get made that ignore total cost — quality, delays, supply risk.
Purchasing concentration on a few suppliers has created hidden risk
Many organizations don't know what percentage of their total spend sits with one or two suppliers — until one of them runs into trouble.
Supplier evaluation is ad hoc, not systematic
Without a fixed scoring template, supplier performance evaluation depends on the individual buyer's personal judgment and isn't comparable over time.
Negotiations happen from a position of weakness
Without a prepared BATNA (best alternative to a negotiated agreement) and real leverage analysis, the negotiator walks into a room where the supplier has more information than they do.
Our Approach (The DDIT Framework)
Diagnose
Analyzing the organization's purchasing data (from SAP or whatever system exists) to identify supplier concentration, price trends, and the commodity categories carrying the most risk or the most savings opportunity.
Design
Designing the supplier evaluation scorecard (quality, delivery, responsiveness), segmenting the purchasing portfolio by risk and value (Kraljic matrix), and preparing negotiation strategy for key suppliers.
Implement
Running the first round of key-supplier evaluation with the new scorecard, and conducting at least one structured negotiation round with the consultant present in the room.
Transfer Capability
Hands-on training for the procurement team on real negotiation technique (not just theory), and full handover of the supplier evaluation and review cycle to the internal team.
Deliverables
- Purchasing concentration and price-variance analysis dashboard
- Weighted supplier evaluation and scoring template
- Purchasing portfolio segmentation by risk and value
- Written negotiation strategy for key suppliers
- Supplier diversification policy for high-risk categories
- Playbook for the periodic supplier review cycle
Engagement Models
Diagnostic Sprint
A two-to-three-week analysis of existing purchasing data to identify risk concentration and quick-win savings.
Full Transformation
A full redesign of supplier evaluation, segmentation, and negotiation processes over several months.
Ongoing Advisory
Support in future high-stakes negotiations and periodic review of the supplier portfolio.
Who This Is For
For manufacturers with a scattered supplier base — or one that has consolidated without a deliberate decision — and for procurement teams still evaluating suppliers informally.
Procurement and negotiation is a domain Sina Alipoor has practiced directly in executive roles — designing supplier policy and running high-stakes negotiations with key industrial suppliers.
Frequently Asked Questions
No. The same evaluation and segmentation logic applies to indirect purchasing (equipment, services, spare parts) as well, though category prioritization will differ.
When no real alternative exists, negotiation leverage shifts from price to other areas: long-term volume commitment, payment terms, or joint product development. Part of the negotiation strategy is precisely identifying those alternative levers.
For strategic suppliers, typically quarterly; for low-risk, low-volume suppliers, a six-month or annual cycle is sufficient.
No. Fewer suppliers can increase bargaining power, but it also raises concentration risk. The right call depends on how critical the commodity category is and how many real alternatives exist.
Quick wins (order consolidation, contract renewal with better terms) usually show up within one or two purchasing cycles; more structural effects (diversification, supplier development) take several quarters.
Ready to talk about this domain?
Tell us about your organization's specific challenge, and we'll recommend the right engagement model.