1. Procurement Auditing Auditing of Procurement Departments includes Spend Analysis, evaluation of the Supplier Base, analysis of Purchasing Operations, Contract Management, etc. An audit can be in the form of a one-day scan, up to a three-month in-depth analysis. In case of the latter, this includes a full Kraljic-analysis, financial auditing of main suppliers, interviews with operational & strategic Procurement staff, contract analysis, etc. 2. Interim & Turnaround Management After the Strategy & Action Plan have been approved, the execution thereof may require resources that are not immediately available within the organization. Therefore, we offer Interim & Turnaround Management. Such projects take up to two years, with the first six months being the most intensive. During the course of these projects, the supplier base is rationalized, suppliers are audited, contracts are renegotiated, operational and strategic KPIs are set and monitored, the Procurement team is retrained or developed, etc. 3. Category Management A single product or service Category may require analysis, optimization and follow-up. This may include an RFQ and contract renegotiation. Examples of projects are third-party RFQs, CAPEX investments, etc.   4. Mergers & Acquisitions, Management Buy-Outs A thorough understanding of a company’s Procurement department is an essential prerequisite of M&A and MBO/MBI projects. As Procurement has a large strategic impact on a company’s financial results, it is without exception a number one priority, as soon as control over the company has been achieved. As such, Procurement is traditionally an area with quick-wins, with regards to increasing the EBITDA. The Procurement audit, performed as part of Due Diligence, will provide an action plan for the crucial three to six months after the acquisition.