Our goal is to help you attain world class digital procurement status to:
Take your capability to the next level and speak to our digital transformation specialists.
Let's have a chatAs a leading procurement consultancy we work with a range of global to mid-sized organisations in UK, Europe, the Middle East, Africa and the US to effect digital procurement transformation.
We specialise in working with organisations to improve their procurement functions from being old-world cost centres to innovative revenue generators. Our digital procurement strategies concentrate on changing behaviours as much as focusing on changing processes and systems, we achieve remarkable results.
Our approach combines compelling capabilities and facilities, including:
However mature your organisation’s digital procurement function, we help you to progress towards a position of excellence.
Get spend visibility, reduce costs and improve existing systems.
Let our experts conduct a review of the whole or part of a procurement function to identify areas where improvements can be made. We will gather data and develop an understanding of how procurement is working in your company, including:
Our observations will be qualified by discussion with procurement and other category stakeholders before agreeing the conclusions of the assessment.
Get in touch for an opportunity assessment.
Enjoy a more efficient digital procurement transformation.
For a faster and efficient digital procurement transformation we can assist you in the preparation of a business case. Get the best insights and trends from our experience of running and contributing a variety of digital transformation programmes across many industries and sectors.
A digital transformation business case should consider many aspects, including:
Set a meeting with one of our consultants.
Have an overview over spend, negotiate and save money.
Spend analysis underpins cost-down and category management. It also provides insight into opportunities for supplier rationalisation, invoice reviews for cash recovery and the extent of on/off contract spend within an organisation.
To be successful, spend analysis relies on good data but this is rarely available on demand or from a single source. The scale of the tasks to extract, cleanse, classify and normalise spend data should not be underestimated. Automated spend analysis can help to provide insight but is unlikely to give the complete picture unless combined with validation by category managers.
A typical project lasts approximately 6 weeks, excluding data extraction, and can be a component of an opportunity assessment or is incorporated into procurement operations.
Find out more from our experts.
Have more control over suppliers and better cost savings.
Cost down is not just a sourcing programme. A cost down programme covers an intensive, focused engagement period where targets are identified covering very specific cost savings, cost avoidance and efficiency savings. The achievement of these aims must not be to the detriment of the required standards of product and service quality, and time-sensitive activities such as negotiation must be fully considered when planning such a programme.
The scope and duration of a cost-down programme should be clearly defined and can cover a wide range of activities, including but not limited to:
Get in touch for more details.
Reduce risks and find new opportunities.
Contracts are legal documents and therefore must be fit for purpose. Great care must be taken in authoring and managing contracts and, once live, contracts should frequently be revisited to ensure that they continue to represent the scope and service levels to which they refer. Similarly, contract renewals should be actively managed and many procurement systems provide functionality to support this process.
We can help with the whole contract lifecycle and have considerable experience in this area, from both a process and systems perspective, including:
Find out how from our consultants.
Find and select the best suppliers in less time.
Sourcing is a continuous, iterative and comprehensive activity which can profoundly impact the direction and effectiveness of an organisation. The scale and scope of sourcing projects can vary enormously and the approach to a project should be specific and appropriate. Supplier selection is a major component of any sourcing approach and technology can greatly facilitate many aspects of the sourcing process.
We have a powerful track record in this area and can help across the whole spectrum of sourcing activities, including:
Transform your supplier collaboration into a competitive advantage.
Supplier-led innovation has the potential to give your company a competitive edge but needs to be built on a foundation of solid relationships and shared objectives. This foundation may not be achievable with all suppliers, however, and careful consideration should be given to identifying which suppliers might be suitable.
Once identified, such suppliers’ relationships should be developed to a greater level of business alignment through collaborative working, including:
Talk with one of our experts to find out how to innovate and update your company processes.
Take out the worries from implementing a digital transformation process.
We can manage the delivery of multiple workstreams within a digital transformation programme or individual activities as part of a wider programme. The scope and scale of digital transformation programmes varies enormously and we have the experience in delivering across the whole range, from localised, single country programmes to global, multi-business transformations.
Typical digital transformation programmes require careful consideration of the complexities within the organisation being transformed, such as:
Scope of digital transformation is likely to impact processes, people and systems throughout the organisation and may require a phased approach rather than “big bang”. We can advise on the alternative approaches, highlighting pros and cons of each option.
Set a meeting and find out our approach.
Embed change in your company with a digital transformation programme implemented successfully and sustainably.
For a digital transformation programme to succeed, there must be a strong emphasis on training and upskilling within the organisation. Simply identifying and applying changes without planning to make sure they “stick” would leave the transformation unfinished and would likely lead to the unravelling of much of the work carried out.
Our approach begins by focusing on understanding where there may currently be skills gaps and will then identify a range of solutions to address them, including:
Improve cash flow and get discounts from suppliers.
Inherently opposing positions within financial supply chain payments, whereby: suppliers usually want to be paid earlier, and buying organisations may prefer to delay payment can create friction around payment terms and can drive relationships apart rather than towards closer collaboration and innovation.
We have a partnership with Taulia, the global financial supply chain company. Taulia seeks to reduce this opposition through:
Talk to one of our experts or learn more about our partnership with Taulia.
The procurement and system expertise and experience that Xoomworks were able to bring to our Coupa P2P implementation programme was of immense value.
Head of Purchasing, Bourne Leisure
Xoomworks integrated very well with our people and were quickly working as a team. Xoomworks have done a great job for us and I look forward to continuing to work with them in the future.
Solution Manager, Alstom
A Multinational provider of IT Services and products had recently implemented a Coupa spend management solution. Key to the ongoing success of this was enabling their European supplier base onto the Coupa Supplier Network so that they could gain the benefits of electronic invoicing, increased efficiency and stronger supplier relationships. They asked Xoomworks to help…
Read moreXoomworks collaborated with a UK broadcasting giant to transform its purchase-to-pay operation into a world-class asset. With over 100 initiatives across 11 workstreams and 30 KPIs, this was a full-scale transformation of the P2P function.
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