We are able to provide your organisation with insights in the savings potential using our 'Coppa Sourcing Scan(c)'. The invoices of your organisation are the input for the Coppa Sourcing Scan(c). The outcome of this scan enables us to structure the organisations complete purchasing volume. No matter how complex your organisation is or how many ERP systems are used, we will gain insight into your spend, your suppliers and your saving potential. Your purchasing volume is structured by the product group and supplier. In close cooperation with your purchasers the product- and the market-port folio are determined. The sourcing scan also provides an analysis of your contracts and their respective duration. We compare the information generated by the Coppa Sourcing Scan (c) with market intelligence at Coppa's disposal to identify saving potentials.

The results
The result of the Coppa Sourcing Scan(c), are identified saving potentials. The Coppa Sourcing Scan(c) also provides you with databases with many overviews such as a Pareto-analysis, an ABC-analysis and a product portfolio.

Examples
If you would like to receive an example, please contact Jeroen Meijer (jeroen.meijer@coppa.nl) or fill in the contact form.

Sourcing Professional Services
Recently, the demands for professional services have strongly increased. The number of professional service providers and professionals has more than doubled during the past years, and their number will continue to increase. The sector of professional service is regularly commented as the engine of our knowledge-based economy and this sector will grow in the coming years. Coppa is broadly experienced in sourcing professional services.

Coppa has developed a methodology for hiring professionals from a sourcing point of view. With the Coppa Forecasting Tool(c) the demand for external knowledge is made transparent and subdivided in: expert -, experience - and solutions-knowledge. Using this insight in the demand for knowledge, enables us to identify a sourcing strategy for each expertise. Subsequently the sourcing and HR department are able to contract preferred suppliers. One specific topic is 'knowledge erosion'  (day tariffs and duration are compared to added value and uniqueness of expertise). Finally a performance system is implemented to assess the services provided and stimulate ongoing improvements of the performance delivered by the external professionals.

The results
The results are savings of up to 20% on professional services. Our approach also creates awareness of the importance of sourcing professional services within the whole organisation.

Corporate sustainable purchasing
The increasing attention for the preservation of supply chains is not restricted to daydreaming and idealism. Despite of the fact that it is often difficult to unambiguously process environmental and social criteria in specifications, front runners already are in the middle of this process with different forms of corporate sustainable purchasing (CSP). Within this case it is not only about profitability, but about the so-called ‘Triple P’ (Profit, People and Planet) approach. The key focus of corporate sustainable purchasing is the realization of added-value for the own organisation as well as for society. Organisations are within this process faced with a colourful spectrum of stakeholders. A spectrum existing out of clients, suppliers, employees, financiers, non-governmental organisations (NGO’s, for example Greenpeace and Amnesty International), trade unions and authorities.

There are various drivers of picking up corporate sustainable purchasing within a company. Briefly overviewed it can be that a company is obliged to (government legislation), is expected to (principles) or is rewarded for (profitability) corporate sustainable purchasing. Within front runner companies the latter is gaining ground. First of all structural attention for corporate sustainable purchasing can contribute to the reduction of risks within (international) supply chains. The entrepreneurial benefits gained by risk-minimizing measures, are proven as clear as plain day-light by negative media-attention examples like Mattel, GAP and Trafigura. Secondly within the context of corporate sustainable purchasing organisations can deliberate search for smart, innovative supply chain solutions. The contribution of purchasing hereby exists out of, for example, the location of environmental friendly materials or the aimed assistance of suppliers concerning increasing safety within their conduct of business.

A critical perception of the entire supply chain, preferable from a positive angle, can be of contribution to the organisation as well as to the society, whereby corporate sustainable purchasing is a choice instead of an obligation. Although this might seem easy, this demands a serious attempt and continuing attention, which makes the purchasing function more strategical, exciting and a challenge.

Result
Coppa possesses the tools and the network to put corporate sustainable purchasing for your organisation into practice. From our mission ‘Coppa cares’ we are able to support you in your corporate sustainable purchasing challenge, where we cooperatively can transform words and ambition to actual activity.

Our vision on sustainable purcahsing are shortly covered in the enclosed presentation, click here.

• Suppliers can and shall provide organisations with costs saving initiatives;
• The sourcing department delivers measurable results;
• The sourcing department's activities are supportive and strategic;
• There is a focus on tactic and strategic activities instead of time consuming operational activities;
• Realising savings are the key driver for the sourcing department;
• Sourcing is not rocket-science! It is all about acting in a smart way!