Client context
A multi-site discrete manufacturer with procurement spread across multiple regions, categories and ERP instances.
Problem size
~$250M of addressable spend across thousands of suppliers. Spend was visible in a cube, but opportunities were identified once and never tracked through to realized savings.
What KEPLER did
- Cleansed and re-classified spend into one consistent category taxonomy across ERPs
- Built should-cost benchmarks and an opportunity-scoring model to prioritize where to act
- Stood up a stage-gated savings tracker in Power BI that finance and category teams both trusted
- Tied identified savings to negotiation playbooks and P&L tracking
Results
3–5% of addressable spend saved, tracked through to the P&L, with should-cost leverage in negotiations.
Anonymized client engagement; identifying details withheld for confidentiality.