Vertically integrated metals and mining company:
50,000 employees;
2+ billion USD annual procurement spend
Significant value leakage and low ROI from a procurement function seen as a cost center.
No category management, below-standard time-to-market, low internal client engagement and underperforming delivery levels.
Rebooted procurement strategy and operating model, reorganized the team, introduced structured category strategies and advanced sourcing practices.
Enhanced team capabilities through targeted training programs to embed new ways of working.
Reviewed processes, policies, implemented tailored digital strategy.
7–10x annual ROI on procurement costs with a measurable positive impact on EBITDA
On-time delivery reaching 95%
60% higher internal client satisfaction.
Supplier reliability improved markedly, positioning procurement as a strategic value driver.