Client operates in 14 global locations, all with their own supplier group using 11 different ERPs. Each operating location had their own supplier groups, limited formal procurement processes and a high degree of maverick spend. This environment of disparate systems performing the same function made it particularly difficult to operate an effective spend management program. Outside of the very limited utilization of the leading ERP solution, there was limited automation or general use of bonafide source-to-pay technology tools which limited the client to influence procurement efficiency and achieve value. Ultimately, the client desperately needed to determine what they could improve from their existing solutions and/or what else would be required in order to become a more effective procurement department.