Benchmark. Source. Embed.
We start by understanding how your business creates value and what it is trying to achieve. Everything that follows is built around it. We benchmark the organisation and its expenditure to define the opportunity, execute the right sourcing strategies to capture it, and embed the capability required to sustain the results.
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Benchmark
Benchmarking begins with context. Our objective is not to score a procurement function against abstract “best practice,” but to establish what good looks like for the individual business and where improved commercial capability will create value
01 - Understand the Business
Before examining expenditure, we take time to understand the organisation, its customers and how it creates value. We establish what the business is trying to achieve and the commercial strategy intended to get it there.
03 - Quantify the Opportunity
We review financial performance, analyse expenditure and benchmark core products and categories. This establishes where margin is being lost, the realistic scale of the opportunity and what would be required to capture it.
01 — Establish the Operating Model
We define which decisions should be coordinated and which should remain local. Responsibilities, decision rights and governance are made clear so that procurement supports the business without creating unnecessary bureaucracy.
04 - Define the Roadmap
We produce a sequenced plan combining immediate opportunities, more substantial category projects and the longer-term organisational changes required. The roadmap balances financial impact, implementation effort, operational risk and the client’s available resources.
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Source
Source is where the identified opportunity is converted into commercial results. This does not always require changing suppliers: value may come from clearer specifications, coordinated demand, stronger competition or improved commercial terms. We select the right approach for each category and operating context.
01 — Define the Sourcing Strategy
We establish what the business requires in each area of targeted expenditure, how demand should be managed and which commercial levers are realistic. The strategy reflects product requirements, operational priorities, supplier-market conditions and implementation risk.
03 — Access the Right Markets
We consider the full available supply market—from existing and specialist domestic suppliers to direct manufacturers across Asia. Alternatives are assessed against total landed cost, quality, service, resilience and the practical demands of implementation.
03 — Build the Tools and Visibility
We put the necessary processes, data, reporting and supplier-management disciplines in place. These allow leadership teams to track delivery, protect negotiated benefits and identify further opportunities as the business continues to develop.
02 - Assess the Organisation
We assess existing procurement capability against our proprietary organisational benchmark, applying only those levers relevant to the client’s operating context. We do not recommend centralisation or standardisation where it would undermine the business model or customer proposition
02 — Create Commercial Leverage
Where appropriate, we coordinate demand across the organisation, challenge specifications and introduce meaningful supplier competition. This gives the client a stronger negotiating position while preserving the flexibility required by individual projects, sites or properties.
04 — Select and Transition
We support supplier evaluation, negotiation, product trials, contracting and transition. The work continues until new arrangements are operating effectively and the identified opportunity is producing measurable improvement in the client’s P&L.
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Embed
Embed ensures that commercial improvements survive implementation and continue after our engagement ends. We work alongside leadership, procurement and operating teams to make the new approach part of how the business works. The objective is lasting capability, not continued dependence on Argillan.
02 — Implement Across the Business
We help operating teams adopt new suppliers, specifications and ways of working across projects, sites and properties. Implementation is managed around operational requirements so that theoretical savings become realised financial improvements.
04 — Transfer Capability
We build the approach alongside the client’s people, transferring the knowledge and practical tools required to repeat it. Success means the organisation can sustain the results, apply the methodology to new categories and continue improving without us.
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The first step is to understand what stronger procurement performance could look like for your business and establish the realistic scale of the opportunity. Talk to us about how Benchmark. Source. Embed. could apply within your operating context.