Proof
Three clients. What it was like before, what we did, and what changed.
African Bank, 800+ branches
Before
Each branch ordered from many suppliers. Four couriers delivered separately, purchase orders took four hours a day, and invoice capture took a week per region.
What we did
We moved every branch onto one catalog and one consolidated flow, with every order and receipt held on record.
After
- Four couriers became one delivery.
- Purchase orders went from four hours a day to five minutes.
- Invoice capture went from a week per region to two hours a week for every region.
- An overstated uniform supplier invoice was caught and recovered, because the system held the record of what was ordered and received.
"Saves time, energy and stress."
British Airways, 25+ years
Before
Uniform stock was bought without reference to the real size curve of the workforce, so the wrong sizes piled up. New starters could receive a second full uniform.
What we did
We matched stock to the real size curve of the workforce, timed issue to tenure, and retrieved uniforms on exit.
After
- Uniform stock cut by 46%.
- New starters no longer get a second full uniform.
- Uniforms come back on exit, a security control as much as a cost one.
Walmart Group
Before
Stores received a stream of separate deliveries and invoices from many suppliers.
What we did
We consolidated the orders, the deliveries and the invoices into one managed flow per store.
After
- Supplier invoices cut from 6,640 to 680 a year.
- 2,730 deliveries prevented.
- 56 supplier invoices became 8.
- Courier cost down 21%.
- Consumables cost down 16.8%, with 7.6% still in the client's pocket after every Black Ridge fee.
Across live programs we observe 60 to 77% less admin on tail-end orders.
See where your tail spend goes. Free.
Send us twelve months of indirect purchase lines. We sign your NDA first. You get back a short report and a one-page plan.