The challenge
A Fortune 500 enterprise IT organization had grown its indirect IT spend through acquisitions and supplier sprawl. Leadership wanted a documented cost reduction program across hardware, professional services, and logistics — without disrupting the supplier relationships that were working.
What Group APZ did
- Built a spend cube against two years of invoices and contracts to baseline $140M of addressable spend.
- Sized opportunities category by category and prioritized waves by risk-adjusted yield.
- Ran the sourcing events, supplier negotiations, and contract redlines, with weekly steering committee reporting to procurement and finance leadership.
- Stood up a savings tracker tied to invoice-level realization and finance sign-off.
Outcome
Documented 14.6% in finance-validated savings on addressable spend across nine months, with no service disruption. Supplier count was rationalized, contracts were re-papered with cleaner terms, and the in-house team inherited a category model they could continue to run after Group APZ rolled off.
Placeholder narrative — replace once the engagement is approved for public reference.