Led S2P and S2C Technology Assessment and Business Case for a Leading Packaging Manufacturer
Scope
Industry
Engaged by a Swiss leading packaging group, this mandate went far beyond a technology assessment. It was a strategic inflection point: reposition procurement from a transactional function into a value-generating business partner. Through a rigorous Source to Pay (S2P) and Source to Contract (S2C) transformation agenda, the objective was clear—build a compelling, investment-grade case that would resonate at CFO and Board level and unlock long-term enterprise value.
Business Challenge
Despite its scale, procurement remained under-leveraged and largely operational:
- Procurement’s role was historically limited to indirect, reactive spend of CHF 328 million, with minimal influence on strategic sourcing decisions
- Lack of integrated digital capabilities across spend analytics, contract lifecycle management, and supplier governance
- Prior transformation efforts failed to secure executive endorsement due to insufficient financial clarity and strategic alignment
- Fragmented processes and limited data visibility constraining performance, compliance, and risk management
- Executive stakeholders unconvinced of procurement’s ability to deliver measurable, enterprise-wide impact
Approach
A highly structured, executive-oriented approach was deployed to translate complexity into clarity and conviction:
- Performed an end-to-end diagnostic of S2P capabilities, spanning processes, organisation, and technology landscape
- Established a robust fact base through deep analysis of spend, contracts, and policy frameworks
- Conducted targeted executive and operational interviews to capture real-world inefficiencies and value levers
- Benchmarked current maturity against leading sectorial procurement organisations to define performance gaps
- Defined clear design principles to anchor future-state ambition and decision-making
- Led a focused market scan to identify best-in-class and right-fit digital solutions
- Developed pragmatic Target Operating Model scenarios, articulating benefits, risks, and implementation implications
- Engineered a CFO-grade business case, underpinned by rigorous financial modelling, ROI logic, and value quantification
- Delivered a clear, actionable transformation roadmap aligned with business priorities
Outcomes
The engagement catalysed a decisive shift in both perception and investment:
- Successfully delivered detailed Business Case to CFO resulting in agreement to invest in technology via initial S2C modules as a Proof-of-Concept phase, moving to full S2P investment.
- Elevated procurement’s positioning as a strategic lever for value creation across both indirect and direct spend
- Delivered the full mandate within 12 weeks, on time and on budget
- Provided a sequenced, high-impact implementation roadmap with defined critical path
- Established a trusted advisory relationship, extending into technology partner selection and integration strategy
- Created a scalable foundation for a digitally enabled, performance-driven procurement function
This case is a very good example of a transformation that did not simply introduce technology, but redefined procurement’s role at the heart of business performance.
Proven Impact in Demanding Environments
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