Proof & Outcomes · Validated Reference Case · Written Client Evaluation

GSK Vaccines Belgium, 2015. Closed EUR 1.5M below approved budget.

Evidence you can read before you buy: documented outcomes across procurement, P2P and S2P, client-validated, named on the record, and recognized on assignment. Read it, then take the route that fits.

USD 180M cost reductions EUR 90M in one environment 40+ countries rolled out 23 public recommendations

Read the full record Working samples

Situation & break.

Indirect procurement across CAPEX, OPEX, facility, maintenance, services and spare parts, under integration pressure from the Novartis transaction, with quick-win and long-term cost-reduction projects running in parallel.

Intervention & outcome.

Senior consulting assignment across the project portfolio, including an interim mandate as Global Sourcing Category Manager for secondary process equipment and the deployment of a standardized problem-solving and business-case tool. The portfolio closed EUR 1.5M below approved budget; this is stated as a budget-performance outcome, not automatically as realized savings.

Validation & recognition.

Evaluated in writing by the client’s Director Indirect Procurement; publicly recommended on LinkedIn by named validator roles, including Ludivine Bellot and the Senior Manager Visual Inspection and Leak Testing; recognized with an award for best procurement consultancy performance on assignment.

Validated reference case

GSK Vaccines Belgium.

Closed EUR 1.5M below approved budget.

Senior consulting assignment across the project portfolio
Evaluated in writing by the client’s Director Indirect Procurement
Publicly recommended on LinkedIn by named validator roles, including Ludivine Bellot
Recognized with an award for best procurement consultancy performance on assignment

The Record · Every Entry In Full

The whole record on one page. Every entry in full.

Six outcomes with their case detail, eight named public recommendations with the source artifact, eight career-scale environments. Read it top to bottom or open the line you need.

ENTRIES: 22
OUTCOMES: 06
RECOMMENDATIONS: 08
CAREER RECORD: 08

01OUTCOMES

Six outcomes, each stated as delivered.

01REFERENCE CASE · GSK VACCINES · 2015GSK Vaccines Belgium, 2015. Closed EUR 1.5M below approved budget.EUR 1.5MBUDGET PERFORMANCE

VALIDATED REFERENCE CASE

SITUATION & BREAK: Indirect procurement across CAPEX, OPEX, facility, maintenance, services and spare parts - under integration pressure from the Novartis transaction, with quick-win and long-term cost-reduction projects running in parallel.
INTERVENTION & OUTCOME: Senior consulting assignment across the project portfolio, including an interim mandate as Global Sourcing Category Manager for secondary process equipment and the deployment of a standardized problem-solving and business-case tool. The portfolio closed EUR 1.5M below approved budget; this is stated as a budget-performance outcome, not automatically as realized savings.
VALIDATION: Evaluated in writing by the client’s Director Indirect Procurement; publicly recommended on LinkedIn by named validator roles, including Ludivine Bellot and the Senior Manager Visual Inspection and Leak Testing; recognized with an award for best procurement consultancy performance on assignment.
NEXT MOVE · SMALLEST SERIOUS STEP: Bring one live portfolio with parallel quick-win and long-term projects. Budget performance is decided at the point where scope and business case are set.

OPEN THE REFERENCE CASE

02IMPLEMENTED · P2P RESTRUCTURINGP2P organizational restructuring. More than USD 1M reported.> USD 1MCOST REDUCTION

IMPLEMENTED OUTCOME · ENGAGEMENT FILE

SITUATION & BREAK: A P2P organization showed structural friction across roles, responsibilities and execution ownership. Cost pressure was visible, but the opportunity was not limited to negotiation.
INTERVENTION & OUTCOME: Simplify the operating model, clarify roles, redesign ownership and align governance around the actual P2P execution flow. More than USD 1M in cost reduction was reported through the restructuring.
VALIDATION: Implemented in the delivery environment; the outcome was reported through the restructuring itself, structure did the saving, not another negotiation round.
NEXT MOVE · SMALLEST SERIOUS STEP: Map cost-to-serve and the ownership model before setting another generic cost target.

OPEN THE CASE

03IMPLEMENTED · SHARED SERVICEShared service renegotiation. More than USD 1M reported.> USD 1MCOST REDUCTION

IMPLEMENTED OUTCOME · ENGAGEMENT FILE

SITUATION & BREAK: A shared-service setup required stronger commercial discipline around scope, expectations, accountability and governance. Value leakage came from ambiguity, not only from price.
INTERVENTION & OUTCOME: Clarify scope, strengthen accountability, reframe commercial expectations and install a more governable service model. More than USD 1M in cost reduction was reported through the renegotiation.
VALIDATION: Implemented in the delivery environment; the outcome was reported through the renegotiation, clarity on scope and accountability released the value the rate card never could.
NEXT MOVE · SMALLEST SERIOUS STEP: Make included scope, excluded scope, owner and service measure explicit before reopening the rate card.

OPEN THE CASE

04IMPLEMENTED · S/4HANA CONTROLS/4HANA outline agreement control. Approximately USD 450K avoided.~ USD 450KCOST AVOIDANCE

IMPLEMENTED OUTCOME · ENGAGEMENT FILE

SITUATION & BREAK: An S/4HANA procurement environment required stronger control through better use of Outline Agreements and system-enabled procurement structures. The technology existed; governed usage did not.
INTERVENTION & OUTCOME: Strengthen agreement usage, system-enabled structures and governed execution logic in S/4HANA. Approximately USD 450K in cost avoidance was reported through Outline Agreements.
VALIDATION: Implemented inside the S/4HANA environment; the avoidance was reported through governed agreement usage, the system the client already owned, finally working.
NEXT MOVE · SMALLEST SERIOUS STEP: Trace one purchasing flow from agreement availability to actual user behaviour and leakage.

OPEN THE CASE

05POTENTIAL · AICTIONBOT™AICTIONBOT™ governed P2P automation. Approximately 4M USD modeled potential.~ 4M USD MODELEDMODELED VALUE

MODELED POTENTIAL

SITUATION & BREAK: Recurring approvals, invoice exceptions, supplier updates and missing decisions were distributed across fragmented tools and manual handoffs. The workload was visible; the execution system was not.
INTERVENTION & OUTCOME: Translate workload and process friction into a governed automation business case connecting the real P2P flow with ownership logic, control points, prioritized use cases and a phased Discover-Design-Pilot-Scale route. Internal business-case logic identified approximately 4M USD in modeled value potential, with more than 24 annual manual-equivalent years identified for possible removal.
VALIDATION: The business-case logic is fully documented, ownership logic, control points, prioritized use cases and a phased Discover-Design-Pilot-Scale route, ready to govern a rollout.
NEXT MOVE · SMALLEST SERIOUS STEP: Start with one recurring P2P exception. Confirm owner, rule, control, data and escalation path before funding a broader automation rollout.

DIAGNOSE THE P2P BREAK

06METHOD · S2P TAXONOMYS2P taxonomy and ownership rollout. Method depth, no financial claim.METHOD, PUBLISHEDMETHOD SAMPLE

PUBLISHED METHOD · WORKING SIGNAL

SITUATION & BREAK: A multi-entity S2P environment showed uneven adoption, regional workarounds and unclear escalation across procurement, finance and operations. Rollout activity was running ahead of the operating model.
INTERVENTION & OUTCOME: Build and validate an L4 process taxonomy, RASCI ownership logic, handoff map, governance rhythm and a phased 12-month harmonization route. The public working sample shows the taxonomy route, clearer handoffs and ownership, governance checkpoints and an SLA-linked operating-model path.
VALIDATION: The full working sample and roadmap are public, the method is on the table before any engagement starts. Few advisories publish this depth.
NEXT MOVE · SMALLEST SERIOUS STEP: Start with one disputed cross-functional flow and freeze taxonomy, ownership and escalation before scaling the rollout.

OPEN THE METHOD

02RECOMMENDATIONS

Eight named public recommendations, with the source artifact.

ARTIFACT · GSK · 3 JANUARY 2016

Ludivine Bellot.

Global Leader | Strategy & Operations, Business Transformation | MSc. in Engineering, MBA. Public LinkedIn recommendation connected to a challenging real-estate project where Dario acted as lead procurement partner.

“very tough timing and costs targets”
LUDIVINE BELLOT · GSK

“simplifying drastically the decision-making process”
LUDIVINE BELLOT · GSK

OPEN SOURCE ARTIFACT

ARTIFACT · ELANCO · 13 FEBRUARY 2023

Jose Manuel Fernandez Vidal.

Head of Operations, Iberia at Elanco. Public LinkedIn recommendation connected to the Bayer integration and the implementation of new systems and processes in a challenging environment.

“managed with excellence”
JOSE MANUEL FERNANDEZ VIDAL · ELANCO

“big contributor to this success”
JOSE MANUEL FERNANDEZ VIDAL · ELANCO

OPEN SOURCE ARTIFACT

ARTIFACT · ELANCO · 9 FEBRUARY 2023

Scott Engelking.

Executive in Finance, Global Business Services, M&A, Automation and Process Improvement. Public LinkedIn recommendation focused on large process problems, root causes and solutions that work across organizational boundaries.

“solve large process problems”
SCOTT ENGELKING · ELANCO

“root causes” and “solutions in place”
SCOTT ENGELKING · ELANCO

OPEN SOURCE ARTIFACT

ARTIFACT · BAYER → ELANCO · 2023

Sameer Merchant and Sandeep Dattaraju.

Recommendation artifact connected to services provided to Elanco - the Elanco Animal Health implementation carved out from Bayer, SAP solution architecture and global procurement work across 35+ countries.

“transforming the Procurement and P2P processes”
SAMEER MERCHANT

“carve out from Bayer” and “35+ countries”
SANDEEP DATTARAJU

OPEN SOURCE ARTIFACT

ARTIFACT · SAP · 2024

Thomas Weinhardt and Jens Hinninger.

SAP Finance & Spend Management ecosystem recommendation artifact. Thomas Weinhardt is shown as VP of Alliances, SAP Finance & Spend Management, Middle & Eastern Europe; Jens Hinninger is shown in SAP partner license and implementation sales.

“strategic approach” and “mutually beneficial deals”
THOMAS WEINHARDT · SAP

“true expert on procurement tools and processes”
JENS HINNINGER · SAP

OPEN SOURCE ARTIFACT

ARTIFACT · TOYOTA EUROPE · MARCH 2015

Georgios Maltezos and Michael Wynn.

Public LinkedIn recommendation artifact connected to Dario’s work as a main purchasing contact at Toyota Europe and to supplier/customer relationship quality.

“main Purchasing contact at Toyota Europe”
GEORGIOS MALTEZOS

“building relationships in a quick time”
MICHAEL WYNN

OPEN SOURCE ARTIFACT

ARTIFACT · FORD · AWARD

S-MAX China Version Launch Award.

Certificate artifact awarded to Dario Kulic for contribution to the successful launch of the Ford CD340 S-MAX China Version, signed by Ford Asia-Pacific & Africa leadership roles.

“contribution to the successful launch of the Ford CD340 S-MAX China Version”
FORD ASIA-PACIFIC & AFRICA LEADERSHIP

OPEN AWARD ARTIFACT

ARTIFACT · PUBLIC STAGE · 2024

Marketing 2.0 Conference, Dubai.

Two public LinkedIn recommendation artifacts connected to Dario’s keynote presence at Marketing 2.0 Conference in Dubai, supporting the public speaking and thought-leadership footprint.

“captivating speaking style” and “deep expertise”
YASH SHRIVASTAVA

“standout speaker and thought leader”
CRANSTON HAANKWENDA

OPEN YASH ARTIFACT OPEN CRANSTON ARTIFACT

03CAREER RECORD

Delivery scale and reach: the assumption against the record.

RECORD 01 · ELANCO · BAYER ANIMAL HEALTH

Global rollouts.

WHAT THE MARKET ASSUMES ABOUT A BOUTIQUE“A boutique cannot land a transformation in forty countries. It has no bench.”