A portfolio that had grown faster than its contracts
ASM Global manages more than 300 venues worldwide. It had recently stood up a procurement department, but the team was not yet at the scale its portfolio demanded. Security and cleaning, two of its largest facility management categories, had accumulated venue by venue.
Rate structures varied. Risk and insurance terms followed each vendor’s standard paperwork rather than ASM’s. There was no consistent way to measure whether service levels were being met.
Cost was the smaller half of the problem
The engagement delivered $3M in savings from renegotiated rates. The more durable change was risk: umbrella coverage moved from roughly $4.5M to a $25-28M standard, a fivefold increase in liability protection, with ASM’s own risk management standards written into every contract in place of vendor terms.
New terms only create value if the organization can hold suppliers to them, so the work included a quarterly business review process and SLA terms tied to defined KPIs. That gives a repeatable rhythm for reviewing performance and a contractual basis for acting when it slips.
What the team kept
Contract standards, KPIs and a review process the procurement team could apply to the next category without starting over. That transfer is the point of the engagement, not a by-product of it.
The full write-up is on the project page. The downloadable version is a two-page brief you can forward to a colleague or bring into an internal business case.