Client€3B Global Speciality Chemicals Company
SprintAn 8-10 week sprint
Fieldwork30 employee interviews · 67 survey responses · 4 regions
Operational Improvement
Improving Indirect Tail Spend Management
The client, a global specialty chemicals company, wanted to improve how it handled low-value purchases. However, it lacked clear roles, consistent onboarding, and effective user support across regions.
30%
reduction in support requests, potential identified. Improved guidance and streamlined touchpoints reduced confusion among infrequent users.
2x
faster vendor onboarding, potential identified. Simplified MySourcing steps and clarified responsibilities halved the time to onboard new suppliers across regions.
60+
requestors re-engaged. Clearer processes and improved system navigation encouraged previously disengaged users to follow correct purchasing procedures.
A note on sourcing. Every figure here comes from a SprintlyWorks client engagement. Clients are described, never named. Where a figure is identified or modelled rather than banked, the line says so.
01
The problem
Infrequent buyers struggled with fragmented tools and unclear instructions. This led to delays, more support requests, and inefficiencies in the process.
Without a standard approach, the client faced slower purchasing cycles and higher indirect costs. System adoption also remained low, especially in manufacturing sites where purchases were infrequent but complex.
02
What the sprint set out to do
Map tail spend processes to uncover bottlenecks and role confusion among requestors
Identify system, process, and support gaps limiting efficiency and tool adoption
Recommend streamlined workflows and support mechanisms to reduce effort and enhance user experience
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