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Supreme Industrial Solutions
Service

Supplier Management

Rationalising a fragmented vendor base by 20 to 30 per cent, then holding the remainder to measured performance on cost, quality and delivery.

A vendor base grows by accident. Someone needed something urgently, a supplier was found, and nobody ever went back to consolidate. Eleven vendors later, no one owns the relationship and nobody is accountable for the date.

We map what you actually buy and from whom, then work out which suppliers earn their place. Typically that removes twenty to thirty per cent of the base — and what remains gets more of your volume, which is what gives you leverage.

After that it is measurement. Cost, quality and delivery tracked against what was agreed, reported back to you, and raised with the supplier before it becomes your problem.

What's included

  • Current vendor base and spend mapped
  • Suppliers assessed on capability, not just price
  • Consolidation plan with the risk called out
  • Performance measured on cost, quality and delivery
  • Issues raised with suppliers before they reach you
  • Regular reporting you can take to your own management

How we run it

  1. 01 We map every supplier, category and the spend running through each.
  2. 02 Each one is assessed on what it is actually good at, and where it is simply the incumbent.
  3. 03 A consolidation plan is proposed — with the risks named, not glossed over.
  4. 04 Volume is moved gradually so nothing is disrupted mid-transition.
  5. 05 Performance is measured and reported against the agreed KPIs from then on.

Questions we get asked

Will this disrupt supply while it happens?

It should not. Volume moves gradually and one category at a time, and a supplier is only dropped once the replacement has delivered successfully.

What if a supplier is underperforming?

We raise it with them first, with the data. Most problems are fixable once someone actually puts the numbers in front of the supplier.

Do we lose the relationships we already have?

Only where they are not earning their place. Suppliers who perform usually end up with more of your volume, not less.