Time/Effort

Financial Return

1. Opportunity Assessment2. Supplier Research3. Profile Development4. Supplier Presentation5. Profile Analysis6. Site Visits7. Negotiation Prep8. Negotiations9. Supplier Selection10. Transition Implementation11. Alliance Management

Supplier Database

PreQual/Profile
Website

Supplier
Presentation

Best of Best
Targets

Negotiations
Database

MOU Analysis

Workshops

Training

Purchasing MethodologyAlliance ManagementNegotiationsCommunications

From our initial high-level assessment, to aligning on strategy, on through to execution, Gibson is with you every step of the way.
We measure success in actual dollars saved along with our clients’ satisfaction, and we believe our Consulting Services are the path to prosperity.

Tools

Step 1

Step 1: Opportunity Assessment

Step 2

Step 2: Supplier Research

Step 2

Step 2: Supplier Research

Step 1
Step 1

Client teams begin the process by gathering spend data, interviewing cross-functional personnel, and evaluating existing skill sets in order to properly assess the benefits to be achieved. The intelligence gathering allows not only Gibson, but also our clients, to appraise, manage and prioritize savings, training and other business opportunities.

Opportunity
Assessment

Step 1

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Back to Process

Step 2
Step 2

Supplier
Research

Our team researches the global marketplace for suppliers that fit our client’s specific needs. This crucial step allows for customized benchmarking, differentiation and increased negotiation outcomes by introducing new and reengaging current suppliers.

Back to Process

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Step 2

Step 3
Step 3

Clients develop RFQ and RFI profiles which solicit the specific information needed for the cross-functional client team to make data driven decisions on supplier’s capabilities to be a viable long term supplier. This is the initial phase of data collection from suppliers, which provides market intelligence on the category and is leveraged to determine best practices.

Internal Site Visits-Detailed Category Analysis
RFQ Development
RFI Development

Back to Process

Profile
Development

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Step 3

Step 4
Step 4

Client executives and stakeholders come together to build excitement and to announce their project to the top executives of all potential suppliers, engaging friendly competition and education between companies.

Back to Process

Supplier
Presentation

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Step 4

Step 5
Step 5

Clients evaluate completed profiles in an "apples-to-apples" comparison in order to narrow down the list of potential suppliers, educate themselves on the marketplace, and build customized minimum targets for negotiations.

Back to Process

Profile
Analysis

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Step 5

Step 6
Step 6

Price is important, but don’t forget about quality. Clients visit plants of selected new and incumbent suppliers, engaging in extensive tours and face-to-face discussions in order to verify profile responses, qualify capabilities, build relationships, and substantially increase their overall market knowledge.

Back to Process

Site
Visits

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Step 6

Step 7
Step 7

Over the course of multiple weeks of training and workshops, client teams prepare for negotiations. The market intelligence collected from supplier profiles and site visit sets "best of the best" targets for various topics which will be discussed during negotiations.

Back to Process

Negotiations
Preparations

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Step 7

Step 8
collaboration in supply chain transfromation meetings

Client executives come together with supplier's top management to negotiate over thirty separate issues and discover each supplier's ability to meet all the team's goals. These negotiable issues are documented in a Memorandum of Understanding which captures the terms under which business would be conducted.

Back to Process

Negotiations

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Step 8

Step 9

Client teams, taking into account all information collected throughout the process, select the suppliers that offer the "lowest total cost" and best overall value for the goods or services being sourced.

Back to Process

Supplier
Selection

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Step 9

Step 9
Step 10

To ensure successful project completion, Gibson remains an active participant as client teams move through the initial phases of contract execution and co-develop implementation plans with their selected alliance partners. Written communications, conference calls, webinars and/or live forums are scheduled to notify all internal stakeholders of the program.

Closing Meetings
Award of Business
Planning & Tracking
Internal Communication to Facilities & Stakeholders
External Communication to Alliance Supplier Sites & Personnel
Alliance Supplier Forums & Kick-Offs
Phase-Out of Unsuccessful Incumbents
Phase-In of New Suppliers (Commercial & Technical)

Back to Process

Transition
Implementation

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Step 10

Step 10
Step 11
Step 11

Gibson will put in motion the tools, resources, reporting and support to ensure future and continued support and information sharing will occur throughout the relationship. Areas of focus that fall within this area are value engineering teams, new product development teams, cost reduction teams, product rationalization teams, inventory optimization teams, and quality improvement teams.

Meetings & KPIs
Savings Tracking
Acceleration of Savings
SKU Rationalization
VAVE (Value Analysis & Value Engineering)
New Product Development

Back to Process

Alliance
Management

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Step 11

Step 1: Opportunity Assessment

Client teams begin the process by gathering spend data, interviewing cross-functional personnel, and evaluating existing skill sets in order to properly assess the benefits to be achieved. The intelligence gathering allows not only Gibson, but also our clients, to appraise, manage and prioritize savings, training and other business opportunities.

Step 2: Supplier Research

Our team researches the global marketplace for suppliers that fit our client’s specific needs. This crucial step allows for customized benchmarking, differentiation and increased negotiation outcomes by introducing new and reengaging current suppliers.

Step 3: Profile Development

Clients develop RFQ and RFI profiles which solicit the specific information needed for the cross-functional client team to make data-driven decisions on a supplier’s ability to be a viable longterm supplier. This is the initial phase of data collection from suppliers, which provides market intelligence on the category and is leveraged to determine best practices.

Internal Site Visits-Detailed Category Analysis
RFQ Development
RFI Development

Step 4: Supplier Presentation

Client executives and stakeholders come together to build excitement and to announce their project to the top executives of all potential suppliers, engaging friendly competition and education between companies.

Step 5: Profile Analysis

Clients evaluate completed profiles in an “apples-to-apples” comparison in order to narrow down the list of potential suppliers, educate themselves on the marketplace, and build customized minimum targets for negotiations.

Step 6: Site Visits

Price is important, but don’t forget about quality. Clients visit plants of selected new and incumbent suppliers, engaging in extensive tours and face-to-face discussions in order to verify profile responses, qualify capabilities, build relationships, and substantially increase their overall market knowledge.

Step 7: Negotiations Preparations

Over the course of multiple weeks of training and workshops, client teams prepare for negotiations. The market intelligence collected from supplier profiles and site visit sets “best of the best” targets for various topics which will be discussed during negotiations.

Step 8: Negotiations

Client executives come together with supplier’s top management to negotiate over thirty separate issues and discover each supplier’s ability to meet all the team’s goals. These negotiable issues are documented in a Memorandum of Understanding which captures the terms under which business would be conducted.

Step 9: Supplier Selection

Client teams, taking into account all information collected throughout the process, select the suppliers that offer the “lowest total cost” and best overall value for the goods or services being sourced.

Step 10: Transition Implementation

To ensure successful project completion, Gibson remains an active participant as client teams move through the initial phases of contract execution and co-develop implementation plans with their selected alliance partners. Written communications, conference calls, webinars and/or live forums are scheduled to notify all internal stakeholders of the program.

Closing Meetings
Award of Business
Planning & Tracking
Internal Communication to Facilities & Stakeholders
External Communication to Alliance Supplier Sites & Personnel
Alliance Supplier Forums & Kick-Offs
Phase-Out of Unsuccessful Incumbents
Phase-In of New Suppliers (Commercial & Technical)

Step 11: Alliance Management

Gibson will put in motion the tools, resources, reporting and support to ensure future and continued support and information sharing will occur throughout the relationship. Areas of focus that fall within this area are value engineering teams, new product development teams, cost reduction teams, product rationalization teams, inventory optimization teams, and quality improvement teams.

Meetings & KPIs
Savings Tracking
Acceleration of Savings
SKU Rationalization
VAVE (Value Analysis & Value Engineering)
New Product Development