How to Deliver Realised Cost Savings in 2021

Do you want to save money?

I pose this question to you not in a rhetorical sense, aiming to spark some sort of deep reflection on the meaning of life and the futility of wealth; but literally: do you want to save money?


If so, you’re not alone.


Deloitte’s 2020 Chief Procurement Officer (CPO) Flash Survey, exploring Covid-19’s impact on procurement, clearly shows that ‘Cash is King’. (Tell us something we don’t know! But here’s their data anyway…) Over the next 12 months, 66 % of organisations are planning to pursue cost reduction strategies. Cost management is the greatest priority for CPOs right now, commanding eight times more focus in daily operations.


(Now for the depressing bit…) With the pandemic and associated economic downturn, organisations are managing extreme risk and supply continuity issues. Many believe that the full effects of the crisis have not even yet been felt, with 70 % planning for a long economic downturn (I warned you. But read on, I promise it gets better.)


Deloitte’s data paints a pretty bleak picture. Covid-19 has been the grey cloud hanging over our professional and personal lives now for far too long, but the skies are clearing. These findings clearly show us the urgency that exists for companies to tighten the purse strings. But how? What are these cost reduction strategies? Deloitte don’t tell us; they are an enigma. For consumers however, the answer is usually much clearer.


As I write this article’s first draft on the eve of Black Friday, internalising the array of marketing communications targeting me throughout the day, Deloitte’s survey resonated with me. I like to shop, so I am a buyer. But I also like to save money, therefore the goals of the CPOs are aligned with mine. What I have learnt since joining IDDEA, is that there are solutions to cost savings when you are a corporate buyer, they just aren’t as commonplace and overt as consumer solutions.

So, what are they?


Realised customer savings

Through my research, I have had insightful conversations and learning experiences with IDDEA’s customers.


Below are three insights that really opened my eyes to the value that strategic procurement can deliver:


  1. A construction company needed to increase margin while maintaining the market-leading quality of their homes. Our team delivered a procurement strategy, policies, governance model, and a performance dashboard, resulting in reduced costs, and a more robust supply chain.  
  2. ROI: 14% Savings on a multimillion euro spend
  3. A large food retailer wanted to reduce the carbon footprint of their single-use plastics by 70% while avoiding cost increases. We analysed a €13 million spend, 1,200 suppliers, and 1,300 SKUs, with a focus on sustainability goals and cost reduction. 
  4. ROI of 50 for every 1 invested
  5. A leading manufacturer of food ingredients needed to consolidate their waste disposal services. They leveraged the IDDEA full-service tender process, rationalised suppliers, and negotiated improved specifications and supplier performance.  
  6. But I still haven’t clearly answered my own question…what exactly are these cost saving solutions?
  7. I have learnt that every aspect of strategic procurement can deliver value to an organisation. However, most impact and value are achieved when suppliers and buyers can align on ‘what good looks like’ from both perspectives; the vision is united, and the goals are shared. (See, I told you it got better! Read on, there’s more!)
  8. ROI €17 for every €1 invested, with 25% savings

Corporate cost savings solutions

In my experience, cost savings are most realised via optimised tender processes.


I’ve been fortunate to learn this from Ingrid (IDDEA CEO) and the team, who have executed over 1,000 full-service tender auctions, managing billions of euro in spend, and saving hundreds of millions in industries such as construction, retail, transport, and manufacturing. Good tender practices deliver real cost-savings for companies – but equally important, support suppliers too. Helping suppliers to be successful is a long-term strategy that delivers benefits for all.


I do believe in the strategic and cost savings power of procurement; and recent lessons, such as the COVID-19 PPE and the schools’ sanitiser scandals, have only confirmed my thoughts.


You may think, ‘Ah, but I’m in finance. We don’t need to concern ourselves with procurement processes like manufacturing companies do. Sure, we don’t even really procure goods.’


But in fact, you do.


In our experience with indirect spend, categories like IT (software and hardware), professional services, facilities management, and IP related consulting, are broadly similar across all industries. And if you are a large finance company, then optimising your tender processes for in-direct spend could save you millions! We have seen it, and we have achieved it.


Cost savings can be strategic

Tender management is about saving you money, but it is also about ensuring that you get the best value and quality suppliers in alignment with your company objectives.


Don’t underestimate the power of a robust tender process in your 2021 strategic plans, and remember to build your company objectives and values into your evaluation and scoring criteria, contracts, and SLAs. We are currently doing this for a company who wish to improve their sustainability performance. By embedding their goals into their tendering processes, we are helping them to achieve their sustainability targets, while in parallel they are achieving innovative, quality suppliers, and cost savings.


In our experience, when you begin think about your procurement function holistically and through the lens of your wider organisational goals, then you will achieve true strategic value.


I look forward to engaging with you all again in 2021. I know this has been a difficult year for us all, personally and professionally, but I do believe that the storm will clear in 2021. The hope that has kept us warm through this strange, extreme time will prevail and see us through to sweeter times.

How is Procurement Your Company’s Most Strategic Function?

Part 1:

Try to visualise this scene. Your R&D department has just finalised your new product design. You’re excited! The development from prototype took months. Jeff from procurement happens to walk by.

“Hey, that looks cool.” He picks up your new GPS integrated, smart phone compatible, Spotify connected, ultra slim, fully waterproof fitness watch, and rubs its smooth, sleek finish. “It’s such a shame we’re going to lose the waterproof functionality.”

“What!” You exclaim. “But that’s our core functionality!”

“Really? No-one told us that. Yeah, the supplier of the small silicone O-rings, protecting the watch from the water, has ceased production. We highlighted his company as a risk, but R&D wanted to push on with the spec he designed. We suggested an alternate supplier who was developing a new type of thermoplastic rubber, but we were told we couldn’t wait that long. I think they’re now in partnership with Fast Fitness.”

“How could this have happened! Everything’s ready to go. Our marketing campaign is centred on the waterproof functionality!”

“Hey man don’t ask me; I only work in procurement.”

The evolution of procurement

Sound familiar?

The modern business landscape is dynamic and ever changing. In order to keep the pace, procurement has had to constantly evolve and adapt to these shifting trends. Globalisation, technology, consumer demands, outsourcing, and sustainability, constantly drive change in the business environment. In parallel, procurement has shifted from a function of tactical support to one of a key strategic player.

Modern industries focus more on developing their core capabilities, with 82 % choosing to outsource activities not part of their ‘sweet spot’. The reliance on suppliers has therefore increased exponentially. As the manager of suppliers, procurement has been pivoted into a core strategic role, responsible for sourcing, maintaining, and driving quality suppliers who are innovative, trustworthy, and add value to the company.

The ‘new frontier’ of procurement is the effective management of suppliers, building meaningful, long-lasting relationships that are win-win for both parties. As the critical link between company and supplier, procurement’s strategic role cannot be underestimated.

Strategic procurement is company strategy

In ‘What is the Future of Procurement?’, KPMG (2019) outline that CEOs are looking to the procurement function to adopt a wider set of strategic responsibilities than ever before.

Strategic procurement is built around the needs of the company and supports corporate planning and value systems. In order the company to achieve its long-term goals, corporate, business, and functional levels must have their strategies aligned. This ensures that the vision is united, as everyone is on the same page.

To use a simple example: The Apple brand’s quality design is a core element of the company’s overall strategic plan and unique value proposition. However, if procurement was not aligned with this strategic vision, cheap components could be sourced to achieve cost-savings (which many companies would applaud). However, this is not part of Apple’s long-term goals and would ultimately damage their brand image.

For procurement to be strategic it should:

  1. Be focused on potential risks and opportunities that impact strategic goals.
  2. Be involved in the strategic planning process and be measured in line with these goals.
  3. Be visible, supported, and viewed as an important function in the decision-making process.

Deloitte’s (2018) ‘Global Chief Procurement Officer Survey’ finds that procurement leaders are expanding the role of procurement in the wider supply chain by improving alignment between procurement and business strategies and priorities. Yet, only one in four procurement leaders consider themselves excellent business partners contributing significant strategic value.

The journal of Strategic Change (2016) finds that strategic misalignment results in reduced market share, missed opportunities (often seized by competitors), and lower profit margins.

By including the bargaining power of suppliers as one of his five forces, Porter (1979) laid the foundations for procurement’s strategic role as the key function responsible for conducting market research, identifying supplier opportunities, leveraging negotiations, and correctly managing suppliers.

For long-term strategic goals to be achieved, the procurement function must be included in companies strategic planning processes.

Procurement skills support strategy

Changing perceptions can be a slow and difficult task. The advent of Covid-19 has awakened the world to vulnerabilities inherent within global supply chains, displaying the key strategic role procurement plays in combatting such risks. However, some companies still adhere to the traditional view of procurement as a passive, administrative, cost savings function.

Top management support is vital in driving procurement’s ability to enhance overall company strategy. As procurement operates in a dynamic business environment, management must accommodate for upskilling to allow procurement teams adapt to this rapidly changing landscape.

Yet, Deloitte (2018) finds that 51 % of procurement leaders believe that their current teams do not have sufficient levels of skills and capabilities to deliver on their procurement strategy, with an alarming 72 % of leaders spending less than 2 % of their budgets on training and development.

Companies must change their structures and perceptions to facilitate strategic procurement, otherwise its ability to achieve competitive advantage will never be realised.


Written by; Marie Muckley



Key Brexit Preparations to Ensure your Business’s Resilience

Key Brexit Preparations to Ensure your Business’s Resilience

As the Brexit deadline looms and with trade negotiations in a state of turbulence, Irish businesses must prepare for the change that lies ahead. From the 1st January 2021, rules for trading with the UK will change.

IDDEA CEO and strategic sourcing specialist, Ingrid De Doncker, recently spoke with Enterprise Ireland about vital Brexit preparations, such as the necessity to “forensically examine your supply chain”.

Whatever the Brexit outcome, your business can be prepared if you act now.

Ingrid explains that “in times of disruption, thinking forward to the different scenarios is the most we can do – we know that the Brexit impact will be severe for Ireland and will not only impact trade, but the whole of society.”

Ingrid shares insights from her interview in the article below, providing trade and industry disruption forecasts, while sharing actionable advice and recommendations to help your business prepare for Brexit.UK “Brexit” Leaves IP Community With Many Questions - Intellectual Property Watch

Brexit trade impacts

Brexit has been a complex journey, and while various outcomes have been explored, it is clear that Ireland will be severely impacted and that the cost of trading will undoubtedly increase. If the negotiations of a future trade agreement cannot be reached before the end of 2020, it would mean that the UK would ‘fall off the cliff’ in 2021, into a hard Brexit scenario.

It matters greatly to the future of Irish trade how chief UK negotiator, Michel Barnier, prepares for the toughest negotiation rounds in the history of the EU. It is clear that trade costs will increase in all scenarios of outcome.

The biggest economic impacts are forecasted to be felt across the agri-food sector, the pharma-chemical sector, the electrical machinery sector, and the wholesale and retail sector.

To give you context, I must highlight how the UK has always been a very strong trading partner for Ireland and Brexit will have a severe impact on Irish businesses operations. The UK is Ireland’s largest source of imported goods, and second largest export market (behind the USA). Ireland is the UK’s 5th largest export market and the 9th largest source of our imported goods.

Our important trade relationship with the UK is clearly evident. In 2019, Ireland had a trade imbalance of £14 Billion with the UK (£38 Billion import, £24 Billion export), so it is impossible to calculate the Brexit impact for Ireland’s GDP, where so many cost criteria are interdependent.

I believe that in this politically and economically unstable environment, where supply chains are interconnected and various scenarios of an agreement are still being considered, the lack of transparency and clarity will create a bullwhip effect that might create a multiplier of costs on costs.

One thing is clear: all products and services will cost more. It is just a question of how much more.

The impact of ‘regulatory divergence’, a clear regulatory break, will have severe impacts on Irish trade. Recent research papers suggest that the long-term impact of Brexit on Ireland’s total import will be a 3 %-8 % reduction, with Irish exports facing a 3 % to 7 % reduction.

If no regulatory divergence occurs between the EU and the UK, Irish goods exported will face additional trade costs of between 4 % to 8 %. If regulatory divergence occurs in the long run, trade costs for Irish goods to the UK may increase by up to 12 % to 32 %.

The importance of supply chain resilience

Whatever the financial impacts may be, it is evident that supply chain impacts will be one of the top Brexit risks for most businesses.

I strongly advised that supply chain leaders forensically examine the trail of any product or service they buy, from farm to fork, and map the links in that chain. For every product, a full supply chain map needs to be created from source to customer.

In reality, this may not be fully possible, but we should do this for the core products and services we buy and also engage with key suppliers for which the survival of our business depends on.

IDDEA’s blog on building supply chain resilience shows you how to do this.


Negotiations are likely to pivot around finding the best solution to six main cost areas:

  1. Tariffs: duty may need to be paid on all products.
  2. Large quotas: if Ireland’s quotas for agricultural are not maintained, there will be a significant impact for agricultural trade.
  3. Goods crossing the border: extra costs may apply in cross-border trade.
  4. Land bridge transit: 53% of Irish goods exports are transported via the UK to other destinations. Burdensome processes and administration to transit through the UK to EU will create additional costs and waiting time.
  5. Regulatory divergence: where different regulations exist between EU and UK in areas important to Ireland, such as Beef, Dairy, Processed food, Pharma, Electrical machinery, we will have to handle the costs of complying with two regulatory systems.
  6. Barriers for service trade: as for goods, similar mechanisms would be needed for services to avoid regulatory divergences and excessive trade costs.

Industries where disruptions will be felt most

Different sectors are going to be impacted differently as well. The impact on industries will be felt throughout production and employment. However, this will have a knock-on impact on the rest of the overall economy.

My research points to five industries as key in assessing the overall economic impact of a new trade relationship with the UK after Brexit:

  1. Agri-food – this sector has been long intertwined with the UK and supply chains here have been long established. Agri-food sectors are 80- 100 per cent indigenous firms, and Brexit will be felt more in the rural parts of the country where these sectors dominate.
  2. Pharma-chemicals – the pharmaceutical sector in Ireland is vibrant and has always been a part of a European and global value chain, integrated with the UK via its supply chains. Irrespective of where the products are coming from, a quarter of pharma-chemical material is trucked through the UK. Border inspections, product standards and good manufacturing practices requirements will impact the supply chains in and out of Ireland.
  3. Electrical machinery – the sector comprises computers, radios, televisions and communication equipment, e.g. mobile phones. The impact of disruption will be most felt here by the risk of regulatory divergence and it would impact employment as it is offering attractive salaries.
  4. Wholesale and retail – the sector will face substantial challenges as the UK leaves the EU. The many retail chains operating in Irish and UK markets could be facing new costs both in their supply chain and as a result of diverging regulatory requirements. Equally important, the sector would be negatively impacted by an overall drop in consumer demand resulting from Brexit.
  5. Air transport – this is complicated. Some airlines may lose access to the intra-UK market since the UK would be unlikely to allow EU carriers to operate intra-UK flights without reciprocity from the EU. This is a lose-lose situation.
  6. Financial Services – Dublin is closely connected to the financial sector in the UK and many activities conducted out of Ireland depend on the ability to service clients across Europe from Ireland. Hence, Ireland’s financial sector is dependent on a well-functioning single market for financial services.

While detail is still limited around these issues, companies should not sit on their laurels. I must reiterate the importance of supply chain link analysis and engaging with key strategic suppliers.PREPARE | Geriatrics


Prepare, prepare, prepare


A lack of detail from negotiations is not an excuse for being underprepared when the potential change is so significant. Procurement can provide a competitive advantage by being proactive in risk identification, mitigation and cost optimisation. We expect underprepared organisations to suffer profitability consequences.

Businesses must take personal responsibility for ensuring their Brexit preparations and supply chain resilience.

By now, you should have identified and assessed your business’ critical risks and created contingency plans. However, if this hasn’t been done, there are still ways to mitigate the impact:

  1. Revisit your business goals and reconfirm your product and services.
  2. Listen to your customers.
  3. Analyse your data and prioritise key suppliers and materials.
  4. Develop full transparency of supply chain links.
  5. Identify and assess all risks and opportunities in your local supply chain and in broadening your supply base.

I believe businesses should use this time wisely, focusing time, money and effort where it matters.

We will shortly see the return of employees to work and the reopening of non-essential retail outlets. Businesses will need to develop new and innovative ways of working, both in your company and with your suppliers, that are compatible with social distancing.

The agile, innovative leadership displayed by businesses during Covid-19 restrictions has prepared us for Brexit and our ‘new normal’. We have proved to ourselves that we can, and will, adapt to change. I believe that opportunities don’t just happen, you create them.

We advise you to turn Brexit into an opportunity by reassessing your operations and examining your supply chain. As Albert Einstein once said: ‘In the midst of every crisis lies great opportunity.’

To prepare for Brexit, please make use of critical resources including:Exploring God's Love

Brexit Online Toolkit of IBEC



Written by Ingrid De Doncker

Procurement Framework

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Aligned Policies

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Conformance & Performance Metrics

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eAuction Management

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