Procurement Consulting That Actually Gets Done.
u-tender per year
Most procurement teams know exactly what needs to happen. The strategy is clear. The suppliers are known. The savings potential is on the table. What is missing is time, capacity, and the right infrastructure to execute. OCCON steps in not to tell you what to do, but to do it with you. Or for you. Nearly 20 years of hands-on market experience, a proprietary e-sourcing platform that processes 9 billion USD in tender volume per year, and a team that stays personally involved from the first call to the final award.
What We Do. And What That Means for Your Team.
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Strategic Procurement
Because “we always buy it this way” is not a strategy.
We develop and implement procurement strategies aligned with your business objectives, not last year’s budget assumptions. That means category strategies, make-or-buy decisions, supplier market analysis, and negotiation preparation backed by real data.
For categories that have not been actively tendered or benchmarked in the last two to three years, savings of 10 to 20 percent are a realistic starting point. OCCON identifies where that potential sits and builds a roadmap to capture it.
Focus Areas:
Product-related and indirect category strategies, negotiation support and preparation, end-to-end strategy implementation, make-or-buy analysis.
What this means for your team
- Savings potential quantified before any budget is committed
- Negotiation preparation grounded in verified market benchmarks
- Category strategy documented and transferable across team changes
2
Operative Procurement
The day-to-day work that keeps slipping, handled.
Operational procurement is where most teams lose time. Data collection, supplier communication, spot requests, compliance checks, contract management. It adds up. OCCON takes on as much or as little of this as your team needs, covering both direct and indirect spend.
Where we digitalise the process, we use u-tender, our proprietary e-sourcing platform, which processes 9 billion USD in tender volume annually. That means structured, validated, comparable bids, not email threads and spreadsheets.
Scope:
Indirect spend including transport, logistics, warehousing and services. Direct spend including raw materials, packaging and components. Supplier relationship management and qualification. Spot sourcing vs. long-term contract decisions. Compliance, process optimisation, simulation.
What this means for your team
Your procurement specialists stop being buried in admin and focus on supplier relationships and strategic sourcing. Operations run without depending on one person who cannot be sick or on leave.
- No single point of failure in your tendering process
- Structured, validated bids, not email chaos
- Capacity flexes with your workload, not your headcount
3
Monitoring & Controlling
Savings that are promised should be savings that are tracked.
Most procurement projects end at award. Agreed rates disappear into contracts nobody monitors. OCCON closes that gap with structured KPI reporting, forecast vs. actual tracking, and early-warning indicators that flag deviations before they become a problem.
Deliverables:
Custom KPI dashboards and procurement reporting, forecast vs. actual tracking, supplier performance monitoring, corrective action triggers and escalation support.
What this means for your team
You walk into management reviews with numbers you can stand behind. Realised savings are documented. Deviations are caught early. No more end-of-year surprises when the carrier invoices do not match what was awarded.
- Savings verified and documented, not estimated
- Deviations flagged in time to act, not in time to explain
- Management reporting prepared, not assembled last-minute
4
Benchmark & Potential Analysis
Know where you stand before you negotiate.
Before any strategy is worth implementing, you need to know where the real opportunities are. OCCON delivers structured benchmarking across freight rates, process maturity, supplier positioning, and spend structure so the decisions you make are grounded in market reality, not internal assumptions.
For companies that have not actively managed a category, savings of 10 to 20 percent are a realistic starting point. The benchmark analysis quantifies that potential by category and supplier, before any budget or headcount is committed.
Areas covered:
Freight and logistics rate benchmarking, process maturity and best-practice comparison, internal vs. external spend analysis, savings potential quantification.
What this means for your team
- Negotiation position based on market data, not gut feel
- Clear priority ranking of which categories to tackle first
- Defensible savings targets before the project starts
Not a Big Four. Not a Generic Tool.
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Nearly 20 years of hands-on market experience.
Senior consultants do the work and stay involved from the first call to the final award. Not managed from the top and executed by graduates. You always know who is responsible and they are directly reachable.
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A boutique that moves at your pace.
No six-week onboarding. No internal approval chains. If your tender timeline moves up, we adjust. If your requirements shift mid-project, we adapt. 50+ clients across industries trust that flexibility.
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Strategy and execution in one place.
We do not deliver a slide deck and leave. We implement, using u-tender where it adds value, or working with your existing setup where it does not. 9 billion USD in annual tender volume is not a claim. It is a track record.
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Optimised cost, not inflated headcount.
OCCON lets you variabilise procurement costs instead of building fixed headcount. You get senior expertise when you need it, at the scale you need it, without long-term personnel commitments.
What Our Clients Say.
OCCON doesn't just advise — they work. Sabrina and the team were hands-on from day one, and the results showed up quickly. What we appreciated most was the transparency throughout the entire process.
Working with OCCON was a different experience from the start. They understood our logistics structure within days and delivered a tender process we couldn't have run internally in that timeframe. The savings were real and measurable.
