{"id":77010,"date":"2026-10-05T13:05:37","date_gmt":"2026-10-05T11:05:37","guid":{"rendered":"https:\/\/www.bonfiglioliconsulting.com\/?p=77010"},"modified":"2026-10-05T16:43:48","modified_gmt":"2026-10-05T14:43:48","slug":"real-life-strategic-sourcing-roadmap-cases-to-be-made-in-2026","status":"publish","type":"post","link":"https:\/\/www.bonfiglioliconsulting.com\/en\/strategic-sourcing-roadmap-casi-reali-farete-2026\/","title":{"rendered":"From Procurement to Strategic Sourcing: roadmap, scenarios, and real cases"},"content":{"rendered":"<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<ul class=\"wp-block-list has-light-background-color has-background\">\n<li><strong>What you will learn:<\/strong> Why the purchase price is no longer enough to choose a supplier, how to read the hidden risks in the deep levels of the master data and how to organize \u201cdual-speed\u201d procurement.<\/li>\n\n\n\n<li><strong>Format:<\/strong> full video of the workshop \u201cFrom Procurement to Strategic Sourcing\u201d (about an hour) with a summary of the content and seven questions to take to the company.<\/li>\n\n\n\n<li><strong>For whom:<\/strong> Purchasing directors, category managers, buyers, supply chain and operations managers.<\/li>\n\n\n\n<li><strong>Key message:<\/strong> Strategic procurement is an organizational capability, not a department.<\/li>\n\n\n\n<li><strong>Speaker:<\/strong> Marco Brandalesi, Chief Operations &amp; Supply Chain at Bonfiglioli Consulting.<\/li>\n\n\n\n<li><strong>Registered at:<\/strong> FARETE 2026, Bologna Congress Center, September 15, 2026.<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>A question at the heart of the discussion: what really matters in shopping?<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">On September 15, 2026, at FARETE, the event of Confindustria Emilia Area Centro dedicated to business culture, <strong>Bonfiglioli Consulting brought a workshop on the evolution of the purchasing function to the Bologna Congress Center<\/strong>. The theme of the edition, \u201cThe courage to transform\u201d, served as the backdrop to a simple question that was only seemingly obvious: <strong>Which component, or group of components, is today the most strategic for the company, regardless of its price? <\/strong>The entire course of the workshop, and of this page, stems from here.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The reasoning was led by <a href=\"https:\/\/www.linkedin.com\/in\/marco-brandalesi-a0b8a556\/?isSelfProfile=false\" target=\"_blank\" rel=\"noreferrer noopener\"><strong>Marco Brandalesi<\/strong>, Principal Supply Chain, Manufacturing, and Operational Excellence at Bonfiglioli Consulting<\/a>. Before the consultation, he worked his entire managerial career in the factory, from maintenance to plant management to general management, with over ten years of experience in the automotive industry. He is a faculty member at Bologna Business School, where he teaches change management in an executive master\u2019s program. Below is the full video of the workshop and a summary of the main topics covered.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Watch the full video of the workshop<\/strong><\/h3>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"aligncenter size-large is-resized\"><a href=\"https:\/\/www.youtube.com\/watch?v=IxHaPRDHAGg&amp;list=PLdL2Q6AKtyfc\" target=\"_blank\" rel=\" noopener\"><img decoding=\"async\" width=\"1024\" height=\"576\" data-src=\"https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/10\/Dal-procurement-allo-strategic-sourcing_guarda_il_video-1024x576.png\" alt=\"Floating metallic cubes with icons next to the text promoting a video on procurement and strategic sourcing for Bonfiglioli Consulting.\" class=\"wp-image-77022 lazyload\" style=\"--smush-placeholder-width: 1024px; --smush-placeholder-aspect-ratio: 1024\/576;aspect-ratio:1.7777985870521675;width:521px;height:auto\" data-srcset=\"https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/10\/Dal-procurement-allo-strategic-sourcing_guarda_il_video-1024x576.png 1024w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/10\/Dal-procurement-allo-strategic-sourcing_guarda_il_video-750x422.png 750w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/10\/Dal-procurement-allo-strategic-sourcing_guarda_il_video-600x338.png 600w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/10\/Dal-procurement-allo-strategic-sourcing_guarda_il_video-1536x864.png 1536w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/10\/Dal-procurement-allo-strategic-sourcing_guarda_il_video-18x10.png 18w, https:\/\/www.bonfiglioliconsulting.com\/wp-content\/uploads\/2026\/10\/Dal-procurement-allo-strategic-sourcing_guarda_il_video.png 2000w\" data-sizes=\"(max-width: 1024px) 100vw, 1024px\" src=\"data:image\/svg+xml;base64,PHN2ZyB3aWR0aD0iMSIgaGVpZ2h0PSIxIiB4bWxucz0iaHR0cDovL3d3dy53My5vcmcvMjAwMC9zdmciPjwvc3ZnPg==\" \/><\/a><\/figure>\n<\/div>\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<p class=\"has-light-background-color has-background wp-block-paragraph\">Would you like to apply this approach to your company? <strong>Book a consultation with our experts<\/strong>Tell us about your situation and we will contact you to set up an initial meeting.<\/p>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link has-primary-background-color has-text-color has-background wp-element-button\" href=\"\/en\/contacts\/\" style=\"color:#ffffff;text-decoration:none\">Book a comparison<\/a><\/div>\n<\/div>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>A scenario of continuous crises<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">For years the answer would have been obvious: the most important supplier is the one on whom you spend the most. It worked in a stable world, governed by forecasting, and still holds up when the goal is resilience, that is, to withstand occasional crises. Today the events are continuous: tariffs changing from one day to the next, routes blocked between Hormuz and the Red Sea, materials unavailable. According to Marco Brandalesi, furthermore, the next crisis might not be physical but cyber, because the networks that support information are the most fragile of all.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">In this context, reacting better is not enough. What is needed is an organization. <strong>at double speed<\/strong>: one part that quickly solves today\u2019s problems and another that, more calmly, builds a supply network capable of absorbing those of tomorrow. A principle that runs through the entire workshop.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>The first step: start from your own organization<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Before looking externally, however, it is necessary to look internally within one\u2019s own organization. A company cannot expect suppliers to provide what it cannot deliver internally: asking direct suppliers to adopt shared digital tools when internal systems do not communicate with each other undermines the company\u2019s credibility. And many of the problems attributed to procurement actually arise elsewhere, in product development, specifications, and quality standards.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">It also means bringing decisions to the lowest possible level. In the factory, operators make most of the daily decisions; in the purchasing office, however, too many choices escalate because buyers and planners do not have the elements to make decisions. The data from the\u2019<a href=\"https:\/\/www.bonfiglioliconsulting.com\/en\/benchmarking-study-operations\/\" target=\"_blank\" rel=\"noopener\">What\u2019s next in Operations at the Observatory<\/a> Of Bonfiglioli Consulting, they confirm the wide margin of improvement: among a community of about 100 managers and entrepreneurs, the vast majority of companies are still in a reactive or, if proactive, digitally disconnected phase.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Do you recognize your company?<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Every morning there is an urgent need for supplies that you did not know about yesterday.<\/li>\n\n\n\n<li>Suppliers are evaluated primarily on price, and vendor rating is not widely used.<\/li>\n\n\n\n<li>You don't know for certain which tier 2 and tier 3 levels your production depends on.<\/li>\n\n\n\n<li>The decisions about critical suppliers are in the heads of one or two people.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">If you find yourself in at least two of these points, your buying function is probably still in a reactive phase. <a target=\"_blank\" rel=\"noopener\" href=\"https:\/\/www.bonfiglioliconsulting.com\/en\/contacts\/\">Let's talk about it together \u2192<\/a><\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>A method to get out of the reactive phase<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">To evolve, a shared reference model is necessary. Our approach is the path<a href=\"https:\/\/www.bonfiglioliconsulting.com\/en\/resilient-strategic-sourcing-procurement\/\" target=\"_blank\" rel=\"noreferrer noopener\"> <strong>Lean World Class\u00ae Procurement<\/strong>:<\/a> Seven steps that accompany the organization from the reactive phase to the preventive, proactive, and finally predictive phase. Strategic sourcing falls within steps 4 and 5, in the full preventive phase; the automation of decisions with AI agents arrives only at step 7. For this reason, it is essential not to skip the intermediate steps: without stable basic conditions, forecasts and algorithms yield unstable results.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><strong>Strategic sourcing, in turn, proceeds in three stages:<\/strong> Data collection and analysis, evaluation and selection of suppliers, implementation. To ensure a common language at all levels of the organization, from the junior buyer to the CEO, it is useful to accompany each communication with a short glossary of key terms.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Where the risk lies: at the bottom of the balance sheet<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">It is during the analysis phase that the less obvious issues emerge: the risk, in fact, does not necessarily concentrate where the spending is highest. Every level of the cost base, up to the raw material, can hide issues that have nothing to do with the price of the component. During the workshop, the case of a client whose flagship product used brass was presented: the material became unavailable and its cost increased by 10\u201320 times. At that point, the question was no longer how much the part cost, but whether the historical subcontractor specializing in turning brass had the skills to switch to aluminum.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>From price to total cost, from cost to matrix<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Cases like this show the limitations of the purchase price as the sole criterion. <strong>Total Cost of Ownership<\/strong> broaden the view to all the cost and risk factors of a supply, and on this basis a strategy is built. <strong>An evolved portfolio matrix<\/strong>It starts from the Kraljic model but considers many more risk factors and impacts on profit.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The matrix indicates where to intervene and how. The leverage categories are the preferred area of action for buyers; those with many low-impact suppliers should be streamlined; bottlenecks should be de-risked; strategic suppliers are governed through co-design and collaboration. For it to work, it must be stable enough to not require weekly updates, a condition made possible precisely by the work on the reactive phase. And it must be recognized as being true to reality by buyers and category managers: otherwise, the model remains out of touch with operational reality and loses effectiveness.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>From the matrix to the choices, always consistent with the strategy<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Once the critical suppliers have been identified, it is necessary to define the actions to be undertaken. For a bottleneck, the scenarios are three: reduce dependence on a second source, consolidate volumes with a more solid supplier, or grow the supplier to bring it into a strategic area.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Whatever the choice, the profile of the new supplier must be aligned with the company\u2019s strategy. A professional cosmetics customer, certified B Corp with 125 points, cannot rely on a third-party that does not control emissions, labor, and waste, no matter how convenient it is. Similarly, it is useless to start working with a supplier that does not meet prequalification requirements, such as automotive certifications or eco-labels in textiles. Only then do negotiations, conducted by buyers based on the total cost, and implementation come into play: component qualification, for example through PPAP, and performance monitoring.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Making choices visible: dashboards and 90-day plan<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">To govern these decisions over time, tools are needed that make them visible to the entire purchasing function. <strong>A real dashboard was shown during the workshop:<\/strong> Spending, risk matrix, focus on a critical category and sourcing scenarios, with an AI agent that calculates the potential savings for each. Alongside, a 90-day sourcing plan with actionable spending, high-risk categories, and quotas for dual sourcing, nearshoring, supplier development, and fact-based tenders. Tools whose effectiveness again depends on the robustness of data and processes.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>The people at the center: category management and double speed<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Technology, however, does not replace people. To support a dual-speed procurement process, an organizational model driven by categories is necessary, where the category manager knows everything about their category and the buyers know everything about their relationship with each supplier, down to tier 2 and tier 3 levels. It is these figures who are able to distinguish between the signals generated by software and AI agents that are truly relevant.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p class=\"wp-block-paragraph\">\u00abStrategic procurement is a company capability, not a company department.\u00bb \u2013 Marco Brandalesi, Bonfiglioli Consulting<\/p>\n<\/blockquote>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Seven questions to start the change<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">In conclusion, the workshop returned the course to the initial question, developing it into seven questions to be taken to the company:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Which component can hold more value than its cost?<\/li>\n\n\n\n<li>Which capabilities of the provider can we not quickly rebuild?<\/li>\n\n\n\n<li>Where do we depend on tier 2 and tier 3 suppliers that we don't see?<\/li>\n\n\n\n<li>Which external market can cannibalize the capacity that we believe is reserved for us?<\/li>\n\n\n\n<li>How long does it really take to qualify an alternative, and will it be sustainable?<\/li>\n\n\n\n<li>Which decision is in the minds of a few people today?<\/li>\n\n\n\n<li>What critical competence are we not protecting?<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>Go deeper with Bonfiglioli Consulting<\/strong><\/h3>\n\n\n\n<p class=\"wp-block-paragraph\">Answering these questions is the starting point, but it takes time and method, often difficult to find amidst the daily urgencies. In a first discussion with our supply chain experts, we analyze together with you:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>which purchase categories expose your company the most, regardless of the amount spent;<\/li>\n\n\n\n<li>where your purchasing function is today in the Lean World Class\u00ae Procurement journey;<\/li>\n\n\n\n<li>Which levers, from dual sourcing to supplier development, should be activated first?.<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">Since 1973, Bonfiglioli Consulting has been assisting companies in transforming their operations, with over 100 professionals in 12 locations across Italy, the United States and Asia.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>","protected":false},"excerpt":{"rendered":null,"protected":false},"author":9,"featured_media":77022,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[61,4],"tags":[],"class_list":["post-77010","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-knowledge-pills","category-video"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Strategic Sourcing: roadmap e casi reali | Video FARETE 2026<\/title>\n<meta name=\"description\" content=\"Come passare dal procurement allo strategic sourcing: roadmap, scenari e casi reali nel video del workshop Bonfiglioli Consulting a FARETE 2026.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link 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