office supplies


office supplies

The focus of activities here is volume bundling – both at product and supplier level. For office supplies, the single sourcing strategy with just one supplier via a framework agreement and standardization and a reduction in variants is the best way.

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target group Basic statement cost relevance
widely branched companies without central purchasing control consistent bundling and specification of requirements Very high. Maverick buying is an immense cost driver.

The focus of activities here is volume bundling – both at product and supplier level. For office supplies, the single sourcing strategy with just one supplier via a framework agreement and standardization and a reduction in variants is the best way.

Office supplies checklist

  • Use a supplier company-wide
  • Create shopping cart
  • standardize products
  • Set up an online platform for the ordering process (have it)
  • Define order directives
  • Sanction Maverick Buying
  • Make invoice management transparent


case studies

In an analysis, one of our customers had around 72 different suppliers. Around 740 different items of office supplies were used and almost a six-figure amount was spent each year.


To give some concrete examples of our analysis:

  1. We found 29 different items of sticky note pads (same dimensions: 76 x 76 with price differences of around 65%).
  2. 34 different file models and brands in use (Bene, Leitz, Donau,...).
  3. With 40 printers, 6 different manufacturers were identified with around 58 different types of toner.


Central purchasing with a greatly reduced range of variants was possible for this customer 51% save costs.


Further examples:

  • A European construction company wanted to overhaul its entire office supplies sourcing activity. The branches in Germany should be supplied directly on the construction sites, the order should be possible centrally and decentrally, with a central check. Added to this was online administration with an ordering portal and paperless accounting. A change of supplier reduced the costs by around 27% be lowered.
  • A company specializing in the transport sector obtained its office supplies from 6 different suppliers. By creating a shopping cart and bidding, a single vendor was chosen and the costs around 26% reduced.
  • A department store chain with sales in the billions had an opaque procurement structure for office supplies. The head office worked with a core range, the branches ordered material randomly and according to their own needs assessment. In order to structure this, a uniform supplier with suitable alternative products was defined company-wide. All products were set up in a catalog on an ordering platform. The saving was over 25% .
  • A logistics company paid a six-figure sum to various suppliers, each supplying a segment of the company. By analyzing purchasing behavior, a tender was carried out for various segments. As a result, two service providers were chosen for all goods and a framework agreement was negotiated. This allowed 36% be saved.


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