The V3 5D Sourcing Method.

Clean spend cube. Supplier concentration map. CFO‑grade baseline. No sourcing work begins before we've sized the prize and agreed what "good" looks like. We map every dollar to a category, a supplier, and a business owner — surfacing concentration, maverick spend, and the tail‑spend drag that rarely shows up in the GL. The output is a baseline a CFO can sign and an opportunity register ranked by realizable value.

Category strategies. Sequenced wave plan with stage gates that respect operational continuity and cashflow. For each category we define the sourcing lever (consolidation, LCC resourcing, should‑cost reset, contract reset, SKU rationalization), the target supplier archetype, and the go‑to‑market approach. The wave plan sequences initiatives so plant continuity and cashflow hold — not every category hits the market in quarter one.

LCC networks across India, Vietnam, Mexico, Poland, Turkey surface credible alternates your internal team would never have the bandwidth to find. Our partners have personally qualified, awarded, and recovered suppliers in these regions — relationships, not databases. Every candidate gets pre‑screened for capability, IP exposure, export readiness, and a physical site visit before it makes the long‑list.

RFx, negotiation, award, and PPAP‑grade qualification — end to end. We run the event; your team signs. Every savings number we book traces back to a purchase order, a contract clause, or a verified supplier quote. PPAP, FAI, and transition ramp are part of the same workstream, not a hand‑off — the savings don't count until parts are shipping at spec.

Scorecards, QBR cadence, continuous improvement — turning a one‑time win into a durable capability your team owns. SRM frameworks, supplier development, and the governance cadence that keeps year‑two savings from quietly eroding. Transition is deliberate — your category owners run the QBRs, we advise, then we leave.