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Neil Burnard is an experienced business and cost management consultant who specializes in assisting large and medium sized Corporations to reduce costs and improve bottom line profits.

Neil comments on him recent experiences working with organizations to reduce overall business costs:

“I am still amazed how so many organizations focus on revenue growth and sales as the main key indicators of business success and achievement. At board level, businesses are focused on margin, profitability as well as sales. However in my experience there is a genuine disconnect between sales and marketing and overall corporate objectives.

Having held senior positions with large scale businesses I understand the importance of market share and business rankings, however I have seen first-hand the disconnect between employees desires and objectives and those of the organisation that they work for”

As a specialist in expense management, Neil has the ability to take an initial helicopter approach, looking at an overall organization and using years of experience to clearly and quickly identify business areas that can achieve significant improvement in bottom line profitability.

Since 2002, Neil has been associated with one of the world’s foremost expense management consultancies, Expense Reduction Analysts (ERA)

The ERA business has been highly successful as it helps organizations unlock extra cash flow out of their supplier base, allowing them to put that extra cash flow back in to their clients businesses. To date over 15,000 successful assignments have been completed worldwide.

ERA have over 700 consultants and analysts who specialize in specific expense category industries, bringing intimate “insider” knowledge of supplier industries not available to internal procurement resources.

Armed with the right knowledge and tools, ERA helps internal procurement teams to get better value from supplier relationships without any sacrifices in quality and service.

CASE STUDIES

Interestingly, a recent white paper produced by Government looked at case studies for E-procurement in New South Wales Australia, New Zealand, Scotland and Italy.
The conclusion was that the overall success was limited in a number of instances as procurement requires a multi functional team in order to attain success. There conclusion was as follows:-

Key Learning Executive Summary – Servicing e-procurement requires skilled resources
The role of the procurement professional has evolved from a transactional to a more strategic role that can directly impact the bottom line of any organization. As an end-to-end business solution, e-procurement requires a multi-functional team with members who can:
• understand procurement policies and practices
• benchmark and re-engineer business processes
• build and maintain relationships with suppliers, buyers and other stakeholders
• understand the business requirements and the technical capabilities
• coordinate change management
• develop training programs.

Clearly in the above case study, there was a disconnect between government departments, relationships with incumbent suppliers, and importantly a reluctance for employees to embrace change.

The summary being that it was probably more beneficial for the Government to utilise the services of external private suppliers to drive change and improve bottom line savings.

At a medium and small business, less management hierarchy is evident, less inhibiting and employees have a more direct connection with the business they work for and are generally more adaptive and supportive of change.

Within the private sector employees are more likely to appreciate that job security go’s hand in hand with corporate profitability, therefore greater outcomes can be attained.
Some recent case studies highlight successes with ERA client assignment globally.

Stay tuned for more case study examples to be shared at a later date.