Transformation of a Procurement Department Under High Pressure
To stabilize the strategic procurement of an automotive supplier under extreme time and cost pressure and to reposition it for the long term, an experienced interim manager was brought in via Kloepfel Consulting. The task was clear: the existing team needed professional support, guidance, and operational relief. Working alongside an interim head of procurement also appointed by Kloepfel, the manager assumed a key role in the department’s development.
Rapid Placement in a Complex Role
The interim manager role was designed as a “player-coach” position. This meant not only analyzing and advising but also actively participating, leading, and providing hands-on support. This blend of strategic guidance and practical execution required a high degree of experience, flexibility, and interpersonal skills. The position was filled remarkably quickly—within just four to five weeks. Given the project’s complexity, this short lead time highlights the strength of Kloepfel Consulting’s established network.
Why Interim Management Was Needed
The deployment became necessary due to significant pressure on the procurement team and structural weaknesses. Of the six strategic buyers, three were interim staff themselves. The remaining permanent employees lacked some of the required expertise, particularly in areas like negotiation preparation, data analysis, and structured category management. Heavy operational workloads left little time for strategic tasks. At the same time, corporate headquarters was exerting intense pressure for cost savings and efficiency. An interim manager was needed to provide expertise, establish structure, and build trust within the team.
Comprehensive Tasks – Operational Relief and Strategic Transformation
The interim manager took on a wide range of responsibilities. A key focus was analyzing existing processes, data, and structures to increase transparency, identify inefficiencies, and establish new standards. In parallel, the manager supported daily operations—handling tenders, reviewing technical drawings, and preparing documentation. However, the focus wasn’t just on doing the work but on training and empowering the team through classic “on-the-job” coaching.
A major milestone was the development of a category strategy. In workshops with the buyers, goals were defined, savings potentials identified, and realistic implementation plans developed. Particular care was taken to involve the team without overburdening them, while consistently aligning with corporate requirements. Another key focus was the optimization of technical collaboration with production sites. For example, a technical pre-analysis of aluminum die-cast parts was conducted to identify the production potential of the plants and to enable more informed decision-making. Ultimately, more than 80 components were to be redistributed to global manufacturing sites as part of an insourcing project to increase plant utilization.
On the initiative of the interim team, a new role was also created: a cost calculator. Although standard in the automotive industry, this position hadn’t previously existed at the company. The new colleague conducted cost analyses of components and generated annual savings of over €1.2 million—a measurable success with a direct impact on procurement performance.
Challenges – High Pressure, Low Trust, and Inefficient Structures
The challenges were numerous: besides the high cost pressure, the procurement team faced enormous operational demands, leaving little room for strategy. Initial skepticism toward the external manager—common when outside experts are brought in—had to be overcome. Internally, the department’s organizational structure had grown over time but was no longer fit for purpose. Redesigning the org chart in collaboration with the interim head of procurement was a crucial step toward greater efficiency and clarity.
Results – Measurable Savings and a Stronger Team
Although no specific savings targets were set, the targeted actions led to significant results. In addition to the savings achieved by the new cost calculator and improved reporting, a solid foundation was laid for long-term procurement success. Reorganizing the department, redefining the buyers’ roles, strengthening team capabilities, and improving coordination with headquarters made the procurement function more resilient and future-ready.
Another sign of success: the interim head of procurement received high internal recognition and was even asked by HR to consider a permanent role, which he declined to continue working as an interim professional. This demonstrates the high level of trust the interim team built—both within the workforce and at the executive level.
Employee Reactions – Trust, Motivation, and Stability
Despite initial hesitation, a positive relationship quickly developed between the interim manager and the existing team. Employees recognized the benefits—both professionally and personally. Close collaboration, shared goals, and practical daily support fostered real trust. The team gained confidence and motivation. Thanks to the new structure and clearer processes, stability returned to procurement—an essential factor in withstanding ongoing external pressure.
Collaboration and Integration – Fast, Open, and Collaborative
The interim manager integrated quickly into the department. His “player-coach” role enabled close collaboration on equal footing. A partnership-based approach with employees was essential. Processes weren’t imposed top-down but were developed jointly. This fostered team acceptance and encouraged identification with the changes.
Conclusion: An Interim Project with Sustainable Impact
The interim management project at the automotive supplier proved highly effective for several reasons. The company was able to bring in expertise quickly to bridge operational bottlenecks while simultaneously initiating strategic transformation. The combination of operational support, coaching, and structural realignment resulted in measurable savings and a significant professionalization of procurement.
Thanks to close integration, team trust, and a pragmatic approach, a genuine cultural shift was initiated—without the need for lengthy change processes. This case clearly illustrates the effectiveness of interim management—when implemented professionally and embedded properly in the organization.
Interview with Sascha Kramer, Project Lead and Manager at Kloepfel Consulting
Contact:
Kloepfel Group
Damir Berberovic
Tel: +49 211 941 984 33 | Email: rendite@kloepfel-consulting.com