Case Studies

Executive Summary Metro Retail Group, a growing multi-channel retailer with 85 stores across the United States, faced significant challenges with its outdated procurement processes. After implementing S2C tool like ProcUrPal, an end-to-end procurement software solution specifically designed for retail operations, the company achieved a 31% reduction in procurement costs, decreased inventory holding costs by 24%, and improved product availability by 18% within 14 months of implementation. Company Background Company: Metro Retail Group Industry: Multi-channel retail (apparel, home goods, and electronics) Size: 3,500 employees Annual Revenue: $420 million Operations: 85 physical stores, e-commerce platform, and 3 regional distribution centers Challenges Faced Prior to implementing S2C tool, Metro Retail Group struggled with several procurement-related challenges: Seasonal Demand Fluctuations: Difficulty accurately forecasting and procuring inventory for seasonal peaks and promotions. Supplier Management Complexity: Managing relationships with over 350 suppliers across multiple product categories with inconsistent processes. Omnichannel Inventory Challenges: Balancing inventory across physical stores, e-commerce, and distribution centers. Manual Procurement Processes: Heavy reliance on spreadsheets, emails, and phone calls for ordering and supplier communications. Limited Data Visibility: No centralized view of procurement spending, inventory levels, or supplier performance across channels. Margin Pressure: Increasing competition and rising supplier costs were squeezing profit margins. Compliance and Sustainability Issues: Difficulty tracking supplier compliance with regulatory requirements and sustainability standards. Solution Implementation After evaluating several procurement solutions, Metro Retail Group selected a tool similar to ProcUrPal, a cloud-based procurement platform with retail-specific capabilities. The implementation followed a methodical approach: Phase 1: Assessment and Planning (10 weeks) Conducted comprehensive procurement process mapping Analyzed pain points and inefficiencies in existing systems Defined success metrics and ROI expectations Established cross-functional implementation team with representatives from merchandising, store operations, finance, and IT Developed implementation roadmap with key milestones Phase 2: Core System Implementation (12 weeks) Configured the platform to match Metro’s unique retail workflows Integrated with existing POS, ERP, and inventory management systems Implemented vendor portal and onboarded top 50 suppliers (representing 70% of spend) Set up automated approval workflows and spend controls Developed custom dashboards for different user roles Phase 3: Pilot Program (8 weeks) Launched pilot implementation for two product categories (apparel and home goods) Trained key users and developed internal support documentation Refined system based on user feedback and performance metrics Developed standard operating procedures for procurement processes Phase 4: Full Implementation and Optimization (16 weeks) Rolled out the system across all product categories and locations Completed supplier onboarding for all active vendors Implemented advanced features (demand forecasting, strategic sourcing) Established procurement center of excellence to drive continuous improvement Developed KPI monitoring and reporting framework Key Features Utilized Metro Retail Group leveraged several critical capabilities of the platform: Demand Forecasting: AI-powered prediction tools using historical sales data, seasonal patterns, and external factors Catalog Management: Centralized product information management with automated updates from suppliers Strategic Sourcing: Tools for competitive bidding, supplier evaluation, and contract negotiation Automated Replenishment: Rule-based ordering to maintain optimal inventory levels across locations Supplier Collaboration Portal: Self-service platform for suppliers to manage catalogs, view forecasts, and process orders Procurement Analytics: Real-time dashboards showing spending patterns, supplier performance, and savings opportunities Mobile Capabilities: Approval workflows and inventory visibility accessible via mobile devices for store managers Sustainability Tracking: Monitoring of supplier compliance with environmental and ethical standards Results and Benefits After 14 months of implementation, Metro Retail Group achieved significant measurable improvements: Financial Benefits 31% reduction in overall procurement operational costs 24% decrease in inventory holding costs 14% improvement in gross margins through better supplier negotiation $3.8 million in identified savings through spend analytics and consolidation 22% reduction in markdown rates due to improved inventory management Operational Improvements 40% faster purchase order processing time 18% improvement in product availability and reduced stockouts 67% reduction in manual procurement tasks 29% decrease in emergency orders 35% reduction in time spent on supplier management Strategic Advantages Enhanced ability to respond to rapidly changing consumer trends Improved supplier relationships through better visibility and communication More agile procurement operations during seasonal peaks Data-driven decision making for category management Improved sustainability profile through better supplier oversight Implementation Challenges and Solutions The RetailProcure implementation faced several challenges that were successfully addressed: Challenge: Resistance from long-tenured buyers accustomed to traditional procurement methods Solution: Involved key buyers in system design; created power user program; demonstrated early wins Challenge: Complex integration with legacy inventory systems Solution: Implemented middleware solution; phased data migration approach; dedicated integration team Challenge: Supplier onboarding delays Solution: Created tiered onboarding approach; provided supplier training resources; established onboarding support team Challenge: Aligning procurement processes across channels Solution: Channel-specific workflow configurations with common data foundation; standardized core processes Lessons Learned The implementation revealed several important insights: Executive Sponsorship is Crucial: Active support from C-suite executives was essential for driving organizational adoption. Focus on Change Management: Investment in training and support was as important as the technical implementation. Start with Data Cleanup: Initial data quality issues created challenges; proactive data governance should begin before implementation. Balance Standardization and Flexibility: While standardizing core processes improved efficiency, allowing some flexibility for unique category requirements enhanced adoption. Measure and Communicate Wins: Regular sharing of performance improvements helped maintain momentum and organizational buy-in. Future Directions Building on the success of the procurement transformation, Metro Retail Group is planning: Advanced Analytics Expansion: Implementing predictive analytics for trend identification and early detection of supply chain disruptions Supplier Relationship Enhancement: Further development of collaborative forecasting and planning capabilities with strategic suppliers Sustainability Focus: Expanding sustainable procurement practices with enhanced tracking and reporting Integration with Consumer Insights: Connecting procurement data with customer behavior analytics to better align purchasing with consumer preferences International Supplier Expansion: Leveraging the platform to diversify supplier base globally while managing compliance and logistics complexities ROI Analysis Metro Retail Group’s investment in S2C tool delivered strong financial returns: Total implementation cost (software, consulting, internal resources): $1.2 million Annual recurring costs (licensing, support, maintenance): $280,000 First-year savings (cost reduction, margin improvement): $4.5 million Payback period: 3.2 months Three-year ROI: 875% Conclusion The implementation of ProcUrPal like S2C software transformed Metro Retail Group’s

Executive Summary Advanced Manufacturing Solutions (AMS), a mid-sized precision manufacturing company specializing in automotive and aerospace components, faced significant challenges with their fragmented procurement processes. By implementing an end-to-end procurement platform, AMS achieved a 32% reduction in procurement costs, 40% faster production cycles, and strengthened relationships with strategic suppliers within 14 months, while maintaining their strict quality standards. Company Background Company: Advanced Manufacturing Solutions Industry: Precision Manufacturing (Automotive and Aerospace) Size: 850 employees Annual Revenue: $120 million Operations: 3 manufacturing facilities in the Midwest and 1 in Mexico Pre-Implementation Challenges Before implementing a specialized procurement solution, AMS struggled with numerous operational challenges: Material Shortages: Frequent production delays due to just-in-time inventory failures and poor forecasting capabilities Quality Control Issues: Inconsistent supplier quality leading to higher rejection rates and rework Siloed Procurement: Each facility managed its own procurement with minimal coordination, resulting in missed volume discount opportunities Manual Processes: Heavy reliance on spreadsheets, emails, and phone calls for ordering, with no centralized system of record Limited Supplier Visibility: No comprehensive view of supplier performance across quality, delivery, and cost metrics Cost Overruns: Uncontrolled spot purchases and emergency orders increasing material costs by approximately 18% Compliance Challenges: Difficulty maintaining documentation for industry certifications and customer quality requirements Solution Selection Process AMS formed a cross-functional team including procurement, operations, quality control, and IT to evaluate procurement solutions. After a six-month evaluation process, they selected S2C software based on: Manufacturing-specific capabilities addressing unique industry requirements Strong integration capabilities with their existing ERP and MES systems Advanced quality management features Scalable platform that could grow with their business Superior ROI projections compared to competitors Implementation Strategy AMS adopted a methodical, phased implementation approach: Phase 1: Foundation (Months 1-3) Established implementation governance structure Mapped current vs. future-state procurement processes Developed data migration strategy for supplier and material master data Configured core procurement workflows and approval hierarchies Integrated with ERP system for financial data synchronization Phase 2: Core Capabilities Deployment (Months 4-6) Implemented requisition-to-pay workflow Deployed supplier portal for key vendors Established catalog management for regularly purchased items Created role-based dashboards for various stakeholder groups Conducted initial training for procurement team and power users Phase 3: Advanced Features & Expansion (Months 7-10) Activated quality management module with supplier scorecards Implemented contract management functionality Deployed inventory optimization tools Extended platform to all manufacturing facilities Conducted comprehensive training program for all users Phase 4: Optimization & Strategic Procurement (Months 11-14) Implemented strategic sourcing capabilities Developed automated spend analytics reporting Activated advanced forecasting and demand planning features Established center of excellence for continuous improvement Onboarded tier 2 and tier 3 suppliers to the platform Key Features Implemented The S2C tool implementation at AMS leveraged several critical capabilities: Material Requirements Planning Integration: Direct connection to production schedules to enable proactive procurement Quality Management System: Supplier certification tracking, quality metrics, and non-conformance management Supply Chain Visibility: End-to-end tracking from order placement to delivery Strategic Sourcing Tools: RFQ management, bid comparison, and supplier negotiation workflows Inventory Optimization: AI-powered inventory level recommendations based on production forecasts Supplier Collaboration Portal: Real-time communication, document sharing, and performance tracking Contract Lifecycle Management: Automated contract creation, milestone tracking, and renewal management Spend Analytics: Advanced reporting on spending patterns by category, supplier, project, and facility Mobile Capabilities: Approval workflows, receiving, and inventory checks via mobile devices Results and Impact After 11 months, AMS realized substantial measurable improvements: Financial Outcomes 32% reduction in total procurement costs 22% decrease in average unit costs through strategic sourcing 45% reduction in emergency orders and rush fees $3.2 million in identified annual savings Operational Improvements 40% reduction in production cycle times 68% decrease in material shortages 30% improvement in supplier delivery performance 52% reduction in procurement processing time 35% decrease in quality incidents related to purchased materials Strategic Benefits Consolidated supplier base from 412 to 287 vendors Increased spend under management from 62% to 94% Improved working capital through 28% reduction in inventory levels Enhanced compliance documentation for aerospace certifications Strengthened strategic supplier relationships through data-sharing and collaboration Challenge Mitigation Several challenges emerged during implementation and were successfully addressed: Data Quality Issues: Extensive data cleansing was required prior to migration. Solution: Dedicated data team established to standardize and validate supplier and material data. Integration Complexity: Initial integration with legacy MES system proved difficult. Solution: Custom API development and phased integration approach. User Adoption: Resistance from long-term employees accustomed to manual processes. Solution: Identified departmental champions, provided extensive training, and demonstrated early wins. Supplier Onboarding: Initial reluctance from some suppliers to use the new portal. Solution: Created supplier incentive program and provided dedicated onboarding support. Process Standardization: Significant differences in procurement practices between facilities. Solution: Created standardized process templates with limited customization options. ROI Analysis The implementation and first-year subscription costs totaled $1.2 million. Based on documented savings and efficiency gains, AMS achieved: Payback period: 4.5 months First-year ROI: 267% Five-year projected ROI: 412% Annual recurring benefits: $3.8 million Lessons Learned The implementation revealed several valuable insights: Executive Sponsorship is Essential: Active C-suite involvement was critical for driving organizational change. Process Before Technology: Taking time to optimize processes before implementing software produced better results than automating inefficient processes. Measured Approach to Change: The phased rollout allowed teams to adapt gradually rather than facing overwhelming change. Supplier Engagement: Early involvement of key suppliers in the implementation process improved adoption rates. Continuous Training: Ongoing training and support were necessary as the organization discovered new use cases and capabilities. Future Roadmap Building on their successful implementation, AMS has developed a procurement technology roadmap: AI-Powered Procurement: Implementing machine learning for predictive analytics and autonomous purchasing of routine items Sustainability Metrics: Adding environmental impact assessment to supplier evaluation criteria Blockchain for Traceability: Exploring blockchain technology for critical aerospace components Extended Supply Network: Expanding visibility beyond tier 1 suppliers Advanced Risk Management: Implementing predictive risk monitoring for supply chain disruptions Conclusion The S2C tool implementation transformed procurement at Advanced Manufacturing Solutions from a tactical, reactive function to a strategic differentiator. By digitalizing and centralizing procurement, AMS not only reduced costs

Executive Summary Global Logistics Inc., a mid-sized logistics company with operations across North America and Europe, was struggling with fragmented procurement processes, limited supplier visibility, and increasing operational costs. By implementing an integrated procurement software solution, the company achieved a 27% reduction in procurement costs, 35% faster order processing times, and improved supplier relationships within 12 months. Company Background Company: Global Logistics Inc. Industry: Third-party logistics (3PL) Size: 1,200 employees Annual Revenue: $175 million Operations: 14 distribution centers across North America and Europe Challenges Faced Prior to implementing a dedicated procurement solution like ProcUrPal, Global Logistics Inc. faced several critical challenges: Decentralized Procurement: Each distribution center operated its own procurement system, leading to inconsistent processes and duplicate purchases. Limited Visibility: Management had no real-time visibility into procurement spending, supplier performance, or inventory levels. Manual Processes: Most procurement tasks were handled manually through spreadsheets and emails, causing delays and errors. Poor Supplier Management: No standardized system for evaluating supplier performance or negotiating optimal terms. Compliance Issues: Difficulty ensuring adherence to company procurement policies and industry regulations. Rising Costs: Procurement expenses were increasing at 8-10% annually, outpacing company growth. Solution Implementation After evaluating several procurement solutions, Global Logistics Inc. selected a cloud-based procurement platform similar to ProcUrPal, specifically designed for logistics operations. The implementation followed a phased approach: Phase 1: Planning and Analysis (2 months) Conducted comprehensive procurement process audit Defined key performance indicators (KPIs) Established implementation team with representatives from procurement, IT, finance, and operations Developed a detailed implementation roadmap Phase 2: Core Implementation (3 months) Configured the platform to match company workflows Integrated with existing ERP and warehouse management systems Migrated supplier and contract data Implemented spend analysis and reporting tools Phase 3: Rollout and Training (2 months) Deployed the solution at headquarters and two pilot distribution centers Conducted extensive training sessions for procurement staff Developed standard operating procedures Onboarded key suppliers to the new platform Phase 4: Full Deployment (3 months) Extended implementation to all distribution centers Established a procurement center of excellence Implemented advanced features (strategic sourcing, contract management) Refined processes based on feedback and performance metrics Key Features Utilized The implementation focused on leveraging several critical capabilities: Centralized Procurement Portal: Single platform for all procurement activities across the organization Supplier Relationship Management: Comprehensive supplier profiles, performance metrics, and communication tools Spend Analytics: Real-time visibility into spending patterns, compliance, and savings opportunities Automated Approval Workflows: Streamlined requisition and approval processes with mobile capabilities Contract Management: Centralized repository with automated alerts for renewals and compliance Strategic Sourcing: Tools for RFP management, reverse auctions, and supplier evaluation Inventory Optimization: Predictive analytics for optimal inventory levels across distribution centers Custom Dashboards: Role-specific dashboards providing relevant KPIs and actionable insights Results and Benefits After 12 months of implementation, Global Logistics Inc. achieved significant measurable benefits: Financial Benefits 27% reduction in overall procurement costs 15% savings through consolidated purchasing power 82% increase in contract compliance $2.4 million in identified savings through spend analytics Operational Improvements 35% faster purchase order processing times 63% reduction in maverick spending 42% decrease in order errors 29% improvement in inventory turnover Strategic Advantages Improved supplier negotiations resulting in 12% better terms Enhanced ability to respond to market fluctuations Greater visibility across the procurement lifecycle Data-driven decision making capabilities Lessons Learned The implementation revealed several important insights: Change Management is Critical: Resistance to new processes was initially high; dedicated change management efforts were essential for adoption. Data Quality Matters: Initial data migration revealed significant issues with supplier and contract data; cleansing efforts were more time-consuming than anticipated. Phased Implementation Works Best: The gradual rollout allowed for adjustments and refinements before full deployment. Supplier Onboarding Requires Attention: Bringing suppliers onto the new platform required more support than expected. Customization Should Be Limited: Excessive customization increased complexity; focusing on configuration within the standard platform proved more effective. Future Directions Building on the success of the procurement transformation, Global Logistics Inc. is now planning: AI-Enhanced Procurement: Implementing machine learning for predictive analytics and automated supplier recommendations Extended Supply Chain Visibility: Expanding the platform to include end-to-end supply chain tracking Sustainability Metrics: Adding environmental impact assessment tools to procurement decision-making Mobile-First Approach: Further enhancing mobile capabilities for procurement on the go Conclusion The implementation of S2C tool transformed procurement from a decentralized, tactical function to a strategic advantage for Global Logistics Inc. By centralizing processes, enhancing visibility, and leveraging data analytics, the company achieved significant cost savings while improving operational efficiency. This digital transformation journey demonstrates how modern procurement solutions can deliver substantial value in the logistics industry, particularly for companies with distributed operations and complex supply chains.

Electronic auctions (e-auctions) have become a pivotal tool for organizations aiming to reduce costs, particularly within Selling, General, and Administrative (SG&A) expenses. By leveraging e-auctions, companies can enhance procurement efficiency, foster competitive bidding among suppliers, and achieve substantial cost reductions. Below is a case study highlighting how e-auctions facilitated SG&A expense reduction in a manufacturing company. Background: A North American manufacturer specializing in electrical components sought to optimize its procurement processes to reduce SG&A expenses. The company’s consumables procurement was identified as an area with potential for cost savings. mckinsey.com Challenges: Fragmented Supplier Base: The company had numerous suppliers for consumables, leading to inefficiencies and higher procurement costs. Lack of Competitive Bidding: Traditional procurement methods lacked competitive tension, resulting in suboptimal pricing. Solutions Implemented: Adoption of E-Auctions: The company implemented e-auctions to introduce competitive bidding among suppliers for consumables. Supplier Consolidation: By leveraging e-auctions, the company reduced the number of suppliers, leading to better pricing and streamlined procurement processes. Outcomes: Significant Cost Savings: The manufacturer realized 15–20% savings in consumables procurement through e-auctions. mckinsey.com Enhanced Procurement Efficiency: The e-auction process reduced procurement cycle times and administrative burdens, contributing to lower SG&A expenses. Conclusion: This case study demonstrates that e-auctions can be an effective strategy for organizations aiming to reduce SG&A expenses. By fostering competitive bidding and consolidating suppliers, companies can achieve substantial cost savings and enhance overall procurement efficiency.

Tail spend refers to the portion of an organization’s procurement expenditures that is not strategically managed, often comprising numerous low-value transactions with a wide array of suppliers. Effectively managing tail spend can lead to significant cost savings, improved operational efficiency, and enhanced supplier relationships. Below is a detailed case study illustrating successful tail spend management: Background: A Japanese client faced challenges in managing their tail spend, which led to inefficiencies and increased procurement costs. The client sought to redefine their tail spend management strategy to achieve better control and realize potential benefits. Challenges: Supplier Fragmentation: The client had a large number of suppliers for low-value purchases, leading to fragmented procurement processes. Lack of Spend Visibility: There was limited visibility into the tail spend, making it difficult to identify savings opportunities. Inefficient Processes: Manual procurement processes for low-value items resulted in increased transaction costs and inefficiencies. Solutions Implemented: Supplier Consolidation: The client consolidated suppliers by identifying and partnering with key vendors capable of providing multiple categories of products or services. Spend Analysis: A comprehensive spend analysis was conducted to categorize expenditures and identify areas with potential for cost savings. Process Automation: The client implemented automated procurement solutions to streamline processes, reduce manual intervention, and lower transaction costs. Policy Enforcement: New procurement policies were established to enforce compliance and ensure that purchases were made through preferred suppliers and channels. Outcomes: Cost Savings: The redefined tail spend management strategy helped the client identify potential benefits of $62 million. Improved Efficiency: Process automation and supplier consolidation led to more efficient procurement operations, reducing the time and resources spent on managing low-value purchases. Enhanced Spend Visibility: The client achieved better visibility into their expenditures, enabling more informed decision-making and strategic sourcing. This case study demonstrates that with a structured approach to tail spend management—encompassing supplier consolidation, spend analysis, process automation, and policy enforcement—organizations can achieve substantial cost savings and operational improvements. infosysbpm.com

Background: The global fashion industry has faced significant supply chain disruptions due to events like the COVID-19 pandemic and geopolitical conflicts. These challenges have led to increased costs, delays, and logistical bottlenecks. Procurement Strategies Implemented: Nearshoring Production: Brands have moved production closer to key markets to reduce lead times and transportation costs. Diversifying Suppliers: Companies have expanded their supplier base to mitigate risks associated with relying on a single region or supplier. Tightening Inventory Controls: Enhanced inventory management practices have been adopted to better align supply with fluctuating consumer demand. Outcome: These strategies have helped fashion brands navigate supply chain challenges, though vulnerabilities remain, necessitating ongoing adaptation and resilience planning. These case studies illustrate how companies in the retail, manufacturing, and shipping and logistics industries have adapted their procurement strategies to address evolving challenges and enhance supply chain efficiency.

Background: In 2010, Wal-Mart recognized that relying heavily on intermediaries for product sourcing was inflating costs and reducing efficiency. Only 20% of its stock was purchased directly from suppliers, with the remainder acquired through intermediaries, leading to increased supply chain expenses. Procurement Strategies Implemented: Direct Sourcing: Wal-Mart aimed to purchase 80% of its goods directly from suppliers, eliminating intermediaries to reduce costs by approximately 5-15%, translating to savings between $4–15 billion. This approach also improved product quality consistency by enabling direct communication with manufacturers. Centralized Procurement: The company established centralized procurement hubs in locations like Mexico City and Canada. Suppliers delivered products to these hubs, where Wal-Mart’s procurement team assessed quality before distribution to regional markets. A pilot test consolidating fresh apple purchases across North America resulted in a 10% cost reduction. Strategic Vendor Partnerships: Wal-Mart formed long-term partnerships with selected suppliers, ensuring steady, high-volume purchases at the lowest possible prices. This strategy-maintained product quality and availability while reducing costs. Efficient Communication: The company maintained regular communication with suppliers to coordinate timely deliveries, minimizing delays and ensuring well-stocked shelves. Cross-Docking: Wal-Mart implemented cross-docking, transferring goods directly from inbound to outbound trucks at distribution centers. This practice reduced storage costs and expedited product flow to retail stores. Outcome: By adopting these procurement strategies, Wal-Mart enhanced supply chain efficiency, reduced costs, and strengthened its competitive advantage in the retail sector.

Industry: Public Sector (Government Procurement) Background: Brazil’s public procurement accounts for a significant portion of its GDP. Recognizing the potential to drive sustainability, the Brazilian government initiated a Sustainable Public Procurement (SPP) program focusing on various products, including recycled paper. Procurement Strategy: The strategy involved integrating environmental considerations into procurement processes: Policy Development: The government developed policies promoting the purchase of recycled paper, aiming to reduce environmental impact and support the recycling industry. Supplier Engagement: Efforts were made to engage suppliers capable of providing recycled paper products, ensuring they met environmental and quality standards. Capacity Building: Training programs were implemented for procurement officials to understand the benefits and specifications of recycled products, facilitating informed decision-making. Outcome: The initiative led to positive environmental impacts, including reduced waste and support for the recycling sector. The program also demonstrated the government’s commitment to sustainable practices, influencing other sectors to adopt similar approaches. These case studies illustrate how strategic procurement practices can lead to significant economic and environmental benefits across various industries.

Industry: Public Sector (Correctional Facilities) Background: The HM Prison Service in the UK was facing significant challenges with the procurement and disposal of prison mattresses. Annually, they purchased approximately 60,000 flame-retardant polyurethane foam mattresses and pillows, disposing of around 40,000 units primarily in landfills, with some classified as clinical waste. This practice was both costly and environmentally unsustainable, with combined supply and disposal costs exceeding £3 million per year. Wikipedia Procurement Strategy: To address these issues, HMPS implemented a Forward Commitment Procurement (FCP) strategy, which focuses on clearly defining unmet needs and engaging the market to innovate solutions. The steps included: Identifying Requirements: HMPS specified the need for a cost-effective and environmentally sustainable mattress system that would eliminate waste. Market Engagement: They issued a ‘call for innovation and information’ through a Prior Information Notice in the Official Journal of the European Union. This approach invited suppliers to propose innovative solutions, highlighting the scale of the opportunity and the potential for a forward commitment contract to support the uptake of new solutions. Supplier Responses: The call received over 36 high-quality responses, leading to the identification of various potential solutions. A directory of respondents was published to facilitate supply chain development. Concept Viability Workshop: A workshop with a cross-section of the supply chain was held to discuss available options and inform the procurement strategy. Outcome: HMPS proceeded with a procurement exercise for a ‘cradle to cradle’ managed service to supply zero-waste mattresses and pillows. The final evaluation stage indicated that all shortlisted bids could meet the requirements. Additionally, HMPS estimated potential savings between £3-£5 million over the contract’s lifespan.