Processing an off-process order
From requisition to payment, these cost reference figures show a difference of EUR 101 per order with an adapted process.
Source: Mastercard (reference figures provided).
Buy Made Easy services
Indirect procurement outsourcing.
Stay in control.
BME Consulting handles the assigned operations. Sourcing Force structures requests and tracking. Your ERP or S2P remains the system of record for rules, approvals, commitments and orders.
YOUR SERVICE PROVIDERAssigned operations.Defined responsibilities.
An agreed service scope, an operational point of contact and shared tracking information.
Market reference figures
The hidden cost of one-off purchases.
Transactions outside purchasing policy
A compliance and visibility challenge in a tail spend market estimated at EUR 300 billion for European companies.
Sources: McKinsey and Mastercard (reference figures provided).
Suppliers used fewer than five times
Supplier onboarding costs EUR 200–500, followed by EUR 70–200 in annual maintenance per supplier.
Sources: McKinsey and Mastercard (reference figures provided).
These industry reference figures are not Buy Made Easy customer results.
A one-off supplier need not become another ERP record.
Sourcing Force + Buy Made Easy
Outsource transactions, retain oversight.
Registering and chasing a supplier for a single order uses resources that procurement teams want to devote to their priorities.
Sourcing Force centralises requests and tracking in a portal integrated with your procurement environment.
Buy Made Easy becomes the single supplier for outsourced purchases and handles their operational processing, including tracking commercial terms.
What outsourcing means
Indirect procurement outsourcing,
with defined responsibilities.
Class C procurement outsourcing means assigning a set of operations for dispersed purchases to a service provider. BME Consulting delivers the service; Sourcing Force structures and tracks the work when that workflow is chosen.
The client defines its needs, procurement policy and authorisations. Assigned work may include orders based on quotes, supplier searches or the administration of one-off purchases. The service is built around the operations actually transferred.
What you can assign
Start with your one-off purchases.
BME's offering distinguishes several starting points. Each requires appropriate information and agreement.
Purchasing fulfilment
The need and supplier are known. BME checks the request details, prepares to handle it and carries out the agreed operations after client authorisation.
Supplier search
Working from the specification, BME obtains quotes and supports the purchasing process. Technical requirements, the final choice and commitment rules still need to be agreed with the client.
Catalogue purchases
The requester selects items from the catalogues in scope. This selection prepares the agreed ordering and operational process.
Explore PunchOut catalogues ↗Who does what?
Client, application, service provider.
Three clear roles.
The responsibilities below describe the working model. The contractual scope and the client's processes determine how it is applied.
| Stage | Client / ERP-S2P | Sourcing Force | BME Consulting |
|---|---|---|---|
| Needs and rules | State the need and define rules and cost allocations. | Structure the request, supporting documents and agreed data. | Review the request and prepare to handle it. |
| Approval and ordering | Approve, commit and issue the order in the system of record. | Pass information through the specialist workflow. | After client authorisation, place the supplier order for assigned purchases. |
| Execution and receipt | Confirm actual receipt or completion. | Centralise discussions and tracking updates. | Track supplier order acknowledgements, lead times and alerts within scope. |
| Invoicing and payment | Apply its controls and pay BME under the agreed terms. | Make information and status updates accessible. | Check the supplier invoice, invoice the client and pay the supplier within the service scope. |
Operational support
Bring operations together
through one point of contact.
For assigned purchases, BME can consolidate operational relationships with several suppliers. Using suppliers already registered within this scope avoids creating multiple records in your own supplier database.
Invoicing, checks and payment arrangements must match the agreed model. Supplier numbers, countries and purchase types are not assumed to be the same for every project.
The software is a separate choice
Sourcing Force provides the specialist interface, data exchange and tracking. BME Consulting delivers the services. Software and services can be used separately or together.
Your ERP/S2P retains control over rules, approvals, commitments and orders. The service does not replace the client's procurement policy.
Manage tail spend with Sourcing Force ↗A methodological reference
Assess the full cost,
beyond the purchase price.
The assessment brings together time spent at each stage, internal costs and the service scope. Use your own volumes and assumptions to decide.
Prepare your spend analysis ↗Before
€189.84161 minutes / orderWith Sourcing Force / BME
€5850 minutes / order111 minutes and around EUR 130 saved per class C order in the BME model.
Documented scopes
Different contexts.
Operations to organise.
Accor — 2021
The BME account covers the head office: one-off purchases, digital procurement outsourcing and catalogues linked to the ordering system.
Read the BME customer story (French) ↗
Mayoly Spindler
BME's case study describes a single point of contact for tail spend purchases at the laboratory's production sites.
Read the BME overview (French) ↗
Rolls-Royce Nuclear
The case published by BME covers outsourcing and rationalising tail spend for the nuclear division.
Read the BME overview (French) ↗Define an initial scope
Start where processing takes the most effort.
Identify request types, relevant suppliers and operations that take up your teams' time. The assessment defines what stays in-house and what can be assigned.
- 01
Define the scope
Choose sites, categories and scenarios; identify critical purchases.
- 02
Assign responsibilities
Set responsibilities, authorisation rules and required documents.
- 03
Organise
Define access, ERP/S2P exchanges and exception tracking.
- 04
Measure
Track activity, data quality and costs using a common method.
One portal, several purchasing workflows
Prepare your purchasing categories
MRO and industrial supplies
Technical specifications, urgent requirements and multiple distributors make small industrial orders difficult to manage.
Explore the process →
Personal protective equipment
An order for gloves or footwear still needs the right size, product reference and specifications for the task.
Explore the process →
Testing, measurement and certification
Without a defined deliverable, method and deadline, a one-off testing service becomes difficult to accept on completion.
Explore the process →
Heating, ventilation and air conditioning
Technicians need parts and services quickly while allocating each purchase to the right site or project.
Explore the process →
Pallets and handling
Separate orders for each warehouse make specifications and delivery dates difficult to reconcile.
Explore the process →
Small IT equipment
Adapters, monitors and peripherals are often bought urgently from several distributors.
Explore the process →
Point-of-sale displays and marketing
A marketing campaign brings together printing, point-of-sale displays and promotional items from different suppliers.
Explore the process →
Freelancers and services
A one-off assignment becomes harder to track when requirements, deliverables and approvals are scattered across separate conversations.
Explore the process →
Business travel and events
Hotels, venues, transport and MICE services create fragmented bookings, sometimes committed outside the procurement process.
Explore the process →Prepare your project
Implementation questions.
Can we assign an order when the supplier has already been chosen?
Yes. BME's offering includes a purchasing workflow based on an existing quote. The need, supplier and terms are reviewed, then the client authorises the order under its own rules. BME handles the operations within the agreed scope.
Who confirms receipt of the products or completion of the service?
The client remains responsible for confirming actual receipt or completion. BME tracks execution and supplier communications included in the service. Receipt information supports document checks and invoice processing according to the agreed responsibilities.
How can we compare the service cost with handling purchases in-house?
Compare the same scope: finding suppliers, creating and tracking orders, receiving goods, invoicing and payment. Record internal time, fully loaded staff costs and service fees. The BME 2026 model offers a methodological reference; it does not replace your organisation's own data.
Your next step
Make room
for the purchases that matter.
Let's discuss your class C purchases and how your organisation works.
Request your free assessment.