Consolidating Event Spend Across Departments

The challenge

[INSERT CLIENT CONTEXT] operated with event spend distributed across [INSERT DEPARTMENTS], each sourcing venues and suppliers independently. There was no consolidated view of total spend and no shared supplier base — the classic pattern described in our guide to consolidating event spend.

Existing procurement model

Before the engagement, events sat outside category management. [INSERT: describe how sourcing happened — e.g. individual bookings, no PSL, duplicated suppliers, limited benchmarking]. Procurement had little visibility of the category.

Our approach

1. 1
   Spend analysis

   We ran an event spend analysis to establish the baseline. [INSERT KEY FINDINGS].
2. 2
   Supplier mapping

   We identified overlap and duplication across departments. [INSERT NUMBER] suppliers were delivering similar services.
3. 3
   Consolidation design

   We designed a right-sized supplier network and a preferred supplier programme.
4. 4
   Negotiation

   We renegotiated on aggregated volume. [INSERT OUTCOME].

The solution

A single sourcing route now covers [INSERT SCOPE], with consistent contracting and central reporting. Repeat suppliers (such as AV and production) were rationalised, while teams kept full venue choice — sourced through one route rather than restricted to a fixed list.

Commercial outcome

[INSERT COMMERCIAL RESULT — e.g. negotiated savings, reduced supplier count, improved terms]. Clearly evidence figures against a baseline agreed with finance.

Operational outcome

[INSERT OPERATIONAL RESULT — e.g. faster sourcing, reduced duplicated onboarding, single point of visibility for procurement].

KPIs

Client testimonial

[INSERT CLIENT TESTIMONIAL — a genuine, attributable quote from the client sponsor.]— [INSERT NAME, JOB TITLE, ORGANISATION]