From Post-Bankruptcy Cost Pressure to Procurement Transformation

From Post-Bankruptcy Cost Pressure to Procurement Transformation: Delivering $14M in Savings for a Leading Food & Entertainment Brand

This story is for CEOs who

• Require rapid cost improvement following organizational disruption or restructuring
• Need greater control of spend, specifications, and supplier performance
• Operate in complex Food & Beverage or entertainment supply chains
• Seek sustainable procurement capability beyond short-term savings

The Challenge

A leading Food & Entertainment company emerged from bankruptcy during a period of heightened commodity volatility and margin pressure. Although the CEO had stabilized the business operationally, procurement processes lagged behind the needs of a modern, multi-brand enterprise.

The organization faced limited spend visibility, inconsistent sourcing practices, decentralized indirect procurement, and long-standing supplier relationships without formal expectations. A lean procurement team and recently promoted VP of Procurement were committed to improvement but lacked bandwidth and structured tools to execute at scale.

The company required a partner who could unlock immediate savings while enabling long-term procurement discipline, data visibility, and cross-functional alignment.

Maine Pointe:

• A unified spend cube consolidating data from disparate systems
• Standardized category taxonomy and visibility into spend patterns
• Installation of PMOS to govern procurement workflows and initiative reporting
• Defined ORCI and clarified internal roles, responsibilities, and decision rights
• Introduction of supplier conditioning expectations and SRM fundamentals
• Supplier forums and QBR frameworks to strengthen transparency, accountability, and innovation
• Execution of sourcing strategies across major Food & Beverage, Indirect, Merchandise, and Distribution categories
• Sampling, testing, inventory analytics and burn-downs, and risk-managed implementation plans
• Identification of future VAVE opportunities totaling $1.5M–$3M
• Leadership & Organizational Improvement session supporting long-term capability buildingbility

• $14M in annualized savings (exceeding the original $8–$10M projection)
•  $11.5M corporate benefit and $3–$4M in franchise benefit
• Additional $1M in value identified through project extension
• $1.5M–$3M in VAVE pipeline opportunities
• Procurement maturity increased from ~1.0 to nearly 3.0
• Enterprise-wide spend cube created, establishing unified data visibility
• PMOS installed to support governance, reporting, and execution discipline
• SRM foundation implemented to strengthen supplier transparency and accountability
• Improved product consistency and reduced cost variability through stronger specification control
• Aligned corporate–franchisee sourcing strategies to unlock shared value
• Introduction of GPO partners to outperform indirect spend benchmarks