Davide Sferrazza

Davide Sferrazza

Turning Indirect Spend into Strategic Value

Total document(s): 29

Indirect Procurement Lead, with 15 years spent in the categories most organisations manage least well: MRO, facilities, utilities and energy, marketing services, IT and software, professional services, logistics and CapEx.

That career has been inside manufacturing groups -- Pavan (GEA Group) and DAB Pumps (Grundfos Group) -- leading procurement transformation projects, negotiating multi-million-euro contracts, and building category management frameworks that delivered measurable savings without damaging the supplier relationships that had to survive them.

The documents I publish here come out of that work rather than out of a textbook. They are the tools I built because I needed them: spend cube and data quality models, category strategy packs, sourcing and evaluation frameworks, negotiation and commercial modelling, third-party risk tiering, savings methodologies that finance will actually accept, and the supplier ESG and CSRD material that European buyers now have to deal with.

Three things run through all of it. Every spreadsheet ships unlocked, with live formulas and a worked example row, because a locked template a professional cannot adapt is worth nothing. Every framework is built for indirect spend specifically, where the levers are demand, specification, process and contract rather than unit price. And every method is one I have used in practice, including the parts that did not work first time.

I follow developments in digital procurement, AI-assisted sourcing and sustainable supply chain practice, and revise the material when the ground moves -- particularly on EU regulation.

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