How to start the transformation
A conversation with Frank Wischnewski, Head of Transformation at Kloepfel Group, about obstacles, opportunities, and tips for taking the first steps.
Frank, why is it high time to transform procurement?
Frank Wischnewski: The past few years have clearly shown how vulnerable global supply chains can be. At the same time, demands for efficiency, resilience, and sustainability are increasing. Companies that still view procurement only as an operational function are missing out on huge potential. Many procurement departments work with outdated processes, which costs time, money, and energy. Now is exactly the right time to position procurement strategically, leverage the latest technologies, and automate processes.
What does the transformation bring to procurement professionals concretely?
Frank Wischnewski: Less stress, better results, and more recognition. When repetitive tasks are automated and decisions are made based on data, it creates space for really important issues. On average, sustainable savings of over seven percent are achievable. And: Procurement moves more to the strategic center. It gains more visibility, recognition, and influence within the company.
Where do you think the biggest challenges lie when it comes to transformation?
Frank Wischnewski: The biggest obstacle is the shortage of skilled workers. Many companies know they must keep up with the times, or they will fall behind. But even here, we offer solutions. For example, customers outsource their operational procurement processes and often non-value-adding procurement activities to our sister company Kloepfel Services to free up their procurement teams for digital transformation.
The operational day-to-day business is another big hurdle. You know the image of the forester working with a dull saw. When asked why he doesn’t sharpen the saw, he says, “I don’t have time for that – I need to saw.” It’s the same in procurement. Operational urgency often trumps strategic importance. Many teams are caught up in daily operations. Add to that internal blockages, missing data, grown structures, or uncertainty about new technologies. That’s why we focus on clear structures, pragmatic approaches, and a culture of doing.
How can you remove these barriers?
Frank Wischnewski: The best starting point is a maturity assessment. It shows objectively: Where is procurement today? And where is action needed? After that, priorities can be set, rather than blindly digitalizing. Knowing your starting point allows you to steer clearly toward the future.
It also requires honest communication, participation, and formats that truly engage people. This could be a workshop or even a weekend at the seaside, where people exchange ideas outside of day-to-day operations. The key is: Everyone must understand why the change is important and that it can be enjoyable.
What’s special about your maturity assessment?
Frank Wischnewski: We look at six key pillars – from organization and processes to technology and mindset. We combine online questionnaires, interviews, and benchmarks. In the end, we deliver a concrete roadmap. Which measures will have the greatest impact? And how can they be implemented with limited resources? This usually takes four to six weeks.
And then comes the workshop?
Frank Wischnewski: Exactly. Based on the analysis, we often start with a workshop. Here, the ideas and experiences of procurement professionals and adjacent departments count: What is our vision for procurement? What roles will we need in the future? Which competencies do we still lack? What ideas do we have? We don’t do this with PowerPoint presentations but with post-its, discussions, and sometimes even a BBQ to kick things off. It should be fun – but it should also yield results.
You once said: “70 percent of the transformation can only be solved cross-functionally.” What do you mean by that?
Frank Wischnewski: Let’s take an example: A procurement professional discovers an innovative, inexpensive motor – let’s say, for height-adjustable desks. But they cannot decide alone. They need input from development, production, and perhaps even sales to make a joint decision. Transformation only works when all relevant areas are at the table.
What are your five tips for overcoming typical transformation barriers?
Frank Wischnewski:
- Conduct a maturity assessment – you can’t proceed without knowing your starting point.
- Digitalize and/or outsource non-value-adding procurement activities to Kloepfel Services.
- Be open to new technologies and opportunities as a cross-functional team.
- Set clear, measurable goals – and regularly show what has been achieved.
- Introduce technologies step by step and convince people with successes, rather than overwhelming them.
Interested in a maturity assessment or a workshop on procurement transformation?
Then contact Frank Wischnewski directly:
f.wischnewski@kloepfel-consulting.com | +49 152 227 227 05
Process of a Maturity Assessment
A maturity assessment typically takes four to six weeks. This phase includes:
• Data collection and interviews with relevant stakeholders
• Assessment of the current maturity in areas such as organization, digitalization, roles, and processes
• Benchmarking with industry best practices
• Deriving a target vision (desired state) for procurement
• Preparation of the next steps, e.g., specific measures, workshops, and implementation concepts
Typical Timeline with Quick Results (Approx. 3-4 Weeks):
• Phase 1: Preparation, alignment, and initial workshops with the procurement team
• Phase 2: Evaluation of maturity models, analysis of results, identification of gaps
• Phase 3: Presentation of results, discussion of the target vision, definition of action areas, and start of implementation planning
Then contact Frank Wischnewski directly:
f.wischnewski@kloepfel-consulting.com | +49 152 227 227 05
Contact:
Kloepfel Group
Damir Berberovic
Tel.: 0211 941 984 33 | Mail: rendite@kloepfel-consulting.com