Olivier Audino
Webinar
Comment 3 leaders de l'Auto ont fait économiser +1000 heures à leurs équipes Achats
Jeudi 02 Octobre à 11h00
Comment 3 leaders de l'Auto ont fait économiser +1000 heures à leurs équipes Achats
Jeudi 02 Octobre à 11h00
The first objection from your Chief Financial Officer will be direct. They will ask you how delegating the management of your occasional suppliers improves the company's balance sheet.
C-class purchases seem insignificant when taken individually. However, it is their overall volume and administrative processing that destroy your operating margin.
According to analyses by the firm Gartner, companies massively underestimate their transactional costs. In a classic CAC40 structure, the cost of processing a supplier invoice internally averages 150 euros.
Why such a figure?
If your company creates 5,000 occasional suppliers per year, you burn 750,000 euros in internal management costs. This money directly negatively impacts your EBITDA.
Facing the CFO, the solution is not to hire new profiles to handle this volume, but to eliminate the source of the cost via targeted and technological administrative outsourcing.
This is where the one-stop-shop procurement mechanism comes in. By positioning Buy Made Easy between your ERP (Ariba, Coupa, SAP) and these thousands of small suppliers, the operational scheme shifts.
The result?
You no longer process 5,000 individual invoices with 5,000 different creditors. BME carries the orders financially, advances payments to craftsmen to avoid production blockages, and sends you a single consolidated invoice at the end of the month.
Instead of spending 750,000 euros to maintain a fleet of disposable suppliers, you eliminate the internal burden. You can also objectify this factual loss by measuring your load with our transactional calculator before your next budget meeting.
The second point of attention for your finance department concerns payroll. The CFO funds a Procurement department to negotiate structuring contracts, not to perform data entry.
If the procurement function requests more budget or staff, the CFO will demand to understand where the current teams' time is spent.
In the majority of large groups, resource allocation is illogical. Qualified buyers spend up to 40% of their time managing non-strategic emergencies.
Creating an occasional supplier in a robust ERP takes an average of 3 hours of effective work. You must request tax documentation, verify the company's legal existence, and fill out dozens of mandatory fields.
Mobilizing a highly qualified executive to chase a missing tax certificate for an 800-euro order is an immediate destruction of value. McKinsey highlights that the digitalization and outsourcing of transactional tasks are the only levers to unlock the strategic potential of procurement.
By delegating this volume to a transactional trusted third party, you perform an FTE reduction on tasks without value added. The procurement team is reallocated to negotiating the top 20% of suppliers, where true margin is generated.
The qualitative argument of "work comfort" does not work with a CFO. You must demonstrate that the new Procure to Pay process physically eliminates internal friction points.
With the BME model, the buyer no longer has any manual entry to perform. The seamless connection with your ERP allows the buyer to validate the purchase request in one click.
All administrative complexity shifts to our infrastructure. Legal verification, profile creation, and order tracking disappear from your routine operations.
To delve deeper into this operational re-engineering, you can watch our dedicated webinar to master one-off purchases and structure your internal presentation.
Cash is the lifeblood of business. The CFO scrutinizes working capital requirements (WCR) with clinical attention. Any expense that escapes the payment terms negotiated by the group deteriorates this financial ratio.
Slow procurement processes generate inevitable frustration in the field. When a factory manager has an urgent need, they cannot wait the 15 days required to validate a new account.
The requester bypasses the rules and uses a corporate credit card. These rogue purchases (maverick spend) represent a total loss of control for the finance department.
They prevent any volume consolidation, bypass price grids, and impose immediate payment, which instantly degrades the group's cash flow.
Effective tail spend management via centralized outsourcing allows these expenses to be brought back under control. The field gets their order quickly, and the CFO regains budgetary visibility.
The most compelling argument for a financial officer lies in the solution's payment engineering. Small craftsmen often demand significant down payments or payment upon receipt, which violates a large group's accounting rules.
This is where financial carrying mechanics come in. BME steps in for your accounting department to manage these treasury constraints with the long tail.
How does it work technically:
This intermediation protects your WCR entirely. You finance your local suppliers without touching your immediate cash, all while purging your outgoing bank flows.
To delve deeper into this operational re-engineering, you can watch our webinar to master spot purchases and structure your internal presentation.
The finance director is not just the budget guardian. Alongside the legal department, they are also the guarantor of the company's safety against external auditors.
A fine for failure in vigilance obligations can cost several million euros. The CFO will demand to know how you are covering this increasingly vulnerable flank.
Regulations have tightened significantly in recent years. The requirements imposed by the French Anti-Corruption Agency (AFA) and the new reporting obligations from the CSRD directive do not tolerate any gray areas.
Yet, this is exactly what your long tail of purchases represents. It is a multitude of small providers, freelancers, and local craftsmen whose legal documents are almost never updated.
Procurement penal risk hides in this invisible mass. Asking a buyer to meticulously verify carbon reporting or the ethics of a caterer ordered in a rush is a total managerial illusion.
P2P outsourcing allows for the restoration of supplier legal compliance in a purely mechanical way, without adding weight to your internal teams' daily lives.
Buy Made Easy's approach does not rely on time-consuming manual reminders, but on a strict delegation of compliance. We act as a firewall between your company and the secondary supplier base.
Automating supplier KYC through our teams offers you a true compliance shield. In case of an internal audit, you only present one perfectly updated file: ours.
Outsourcing your transactional flows requires no painful migration. Whether you use SAP, Ariba, or Coupa, our Trusted Third Party interfaces silently with your existing tools without altering your security protocols.
No more thousands of ephemeral supplier profiles saturating your system. Your software architecture retains only a single, centralized account: Buy Made Easy.
The buyer formulates their needs directly from their usual e-procurement portal. The transaction is redirected and processed in the background with total fluidity.
The last objection from your CFO will always concern IT infrastructure and data management. Hosting and maintaining an overloaded database is expensive and slows down accounting closing processes.
In a classic large group, it is not uncommon to find a supplier master data file containing 40,000 entries. Of this massive volume, nearly 25,000 have been used only once over the last three years.
This data pollution prevents any reliable strategic spend analysis. The CFO often sets drastic quantitative targets for you to clean up this history.
Supplier panel reduction becomes immediate with the integration of our solution. By activating the one-stop-shop procurement model, you instantly delete thousands of useless management lines.
Your 5,000 occasional suppliers are replaced by a single creditor. Your CFO visualizes a single commitment line, one consolidated invoicing line, and one bank account to pay.
The finance department and the CIO always fear the implementation of new, complex software. The CPO must prove that the solution fits naturally into the existing technological ecosystem.
The decisive advantage of a transactional trusted third party like BME is its ability to connect seamlessly to your current environment, whether it is SAP, Ariba, or Coupa.
The buyer keeps their usual interface to validate requests. The information flow is bidirectional and guarantees perfect purchase order synchronization without imposing heavy new training on the teams.
Convincing your CFO to outsource the management of Class C purchases is not a matter of political persuasion, but of pure mathematical demonstration.
By replacing unsuitable internal machinery with dedicated infrastructure, you act directly on the three levers of value creation that matter to the finance department.
Do not let your low-value purchases destroy your department's profitability. Prove the urgency to act now by evaluating your exposure with our compliance stress test to prepare for your next executive committee meeting.
The calculation is based on the elimination of hidden costs. The internal cost of processing a supplier invoice averages 150 euros in a large group.
If you process 3,000 Class C invoices per year, that represents 450,000 euros in pure administrative fees. P2P outsourcing replaces this cost center with a centralized technological solution where the economic model is immediately profitable.
Operating margin (EBITDA) is preserved because qualified buyers return to strategic negotiation instead of manual data entry.
Yes. The hallmark of a transactional trusted third party is its ability to integrate without disrupting your existing IT infrastructure, whether it is SAP, Coupa, or Ariba.
Master data is instantly cleaned. Instead of creating and maintaining thousands of disposable supplier records in your system, you keep only a single creation line: Buy Made Easy.
The buyer performs their request from their usual interface, and the seamless connection does the rest.
This is the power of compliance delegation. In a classic scheme, your company is legally responsible if a craftsman works without a valid social security certificate or evades the controls of Law Sapin 2.
We act as a legal shield. BME collects, verifies, and updates all supplier KYC. If a provider is not compliant, the transaction is proactively blocked upstream from your ERP.
The impact on working capital requirements is structurally positive. Managing occasional purchases often requires paying small suppliers upfront or with significant down payments.
The financial carrying implemented by BME absorbs this treasury constraint. We advance the funds to craftsmen according to their requirements.
Your company incurs no unplanned liquidity leakage. You receive a single consolidated invoice at the end of the month, which your accounting department settles according to your group's standard payment terms.
Get in touch with our experts, who'll be glad to take you behind the scenes of our procurement outsourcing systems — proven for over 10 years.
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