{"id":43659,"date":"2025-03-22T12:00:15","date_gmt":"2025-03-22T16:00:15","guid":{"rendered":"https:\/\/consultingquest.com\/?post_type=insights&#038;p=43659"},"modified":"2025-06-26T06:25:01","modified_gmt":"2025-06-26T10:25:01","slug":"maximize-consulting-value-sourcing","status":"publish","type":"insights","link":"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/","title":{"rendered":"Beyond Cost Savings: How to Maximize Consulting Value Through Smarter Sourcing"},"content":{"rendered":"<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_76 counter-hierarchy ez-toc-counter ez-toc-custom ez-toc-container-direction\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table des mati\u00e8res<\/p>\n<label for=\"ez-toc-cssicon-toggle-item-68cd5898d0f47\" class=\"ez-toc-cssicon-toggle-label\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Basculer<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #000000;color:#000000\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewbox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #000000;color:#000000\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewbox=\"0 0 24 24\" version=\"1.2\" baseprofile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/label><input type=\"checkbox\"  id=\"ez-toc-cssicon-toggle-item-68cd5898d0f47\" checked aria-label=\"Basculer\" \/><nav><ul class='ez-toc-list ez-toc-list-level-1' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#1_the_dual_lens_of_procurement_performance\" >1. The Dual Lens of Procurement Performance<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#efficiency_are_we_doing_things_right\" >Efficiency: Are We Doing Things Right?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#effectiveness_are_we_doing_the_right_things\" >Effectiveness: Are We Doing the Right Things?<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#the_real_performance_equation\" >The Real Performance Equation<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#why_this_matters_for_consulting\" >Why This Matters for Consulting<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#2_six_sourcing_steps_that_drive_consulting_value\" >2. Six Sourcing Steps That Drive Consulting Value<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#21_scoping_the_critical_first_move\" >2.1 Scoping: The Critical First Move<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#22_sourcing_finding_the_right_experts\" >2.2 Sourcing: Finding the Right Experts<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-9\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#23_selecting_negotiating_optimize_for_impact_not_just_price\" >2.3 Selecting &amp; Negotiating: Optimize for Impact, Not Just Price<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-10\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#24_managing_driving_the_project_to_results\" >2.4 Managing: Driving the Project to Results<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-11\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#25_measuring_performance_is_not_a_gut_feeling\" >2.5 Measuring: Performance Is Not a Gut Feeling<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-12\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#26_focusing_allocating_budget_to_what_truly_matters\" >2.6 Focusing: Allocating Budget to What Truly Matters<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-13\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#3_the_value_equation_more_than_just_savings\" >3. The Value Equation: More Than Just Savings<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-14\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#31_the_simplest_view_willingness_to_pay_minus_price\" >3.1 The Simplest View: Willingness to Pay Minus Price<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-15\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#32_the_market-based_view_reference_cost_minus_actual_price\" >3.2 The Market-Based View: Reference Cost Minus Actual Price<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-16\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#33_the_strategic_view_savings_cost_avoidance_impact_multiplier\" >3.3 The Strategic View: Savings + Cost Avoidance + Impact Multiplier<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-17\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#34_putting_numbers_to_the_equation\" >3.4 Putting Numbers to the Equation<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-18\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#35_why_impact_trumps_everything\" >3.5 Why Impact Trumps Everything<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-19\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#36_your_three_value_levers_in_summary\" >3.6 Your Three Value Levers in Summary<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-20\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#4_where_companies_focus_today_vs_where_they_should\" >4. Where Companies Focus Today vs. Where They Should<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-21\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#41_where_the_focus_is_today\" >4.1 Where the Focus Is Today<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-22\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#42_where_the_focus_should_be\" >4.2 Where the Focus Should Be<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-23\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#43_why_the_shift_matters\" >4.3 Why the Shift Matters<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-24\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#44_how_leading_companies_are_refocusing_their_efforts\" >4.4 How Leading Companies Are Refocusing Their Efforts<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-25\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#45_bridging_the_gap_procurement_as_a_strategic_enabler\" >4.5 Bridging the Gap: Procurement as a Strategic Enabler<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-26\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#5_how_to_operationalize_a_value-driven_approach\" >5. How to Operationalize a Value-Driven Approach<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-27\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#51_build_a_robust_demand_management_process\" >5.1 Build a Robust Demand Management Process<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-28\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#52_develop_a_consulting-specific_sourcing_framework\" >5.2 Develop a Consulting-Specific Sourcing Framework<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-29\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#53_embed_governance_into_every_project\" >5.3 Embed Governance Into Every Project<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-30\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#54_measure_consultant_performance_consistently\" >5.4 Measure Consultant Performance Consistently<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-31\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#55_professionalize_the_role_of_consulting_procurement\" >5.5 Professionalize the Role of Consulting Procurement<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-32\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#56_what_it_looks_like_in_practice\" >5.6 What It Looks Like in Practice<\/a><\/li><\/ul><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-33\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#6_conclusion_%e2%80%93_focus_where_value_is_created\" >6. Conclusion \u2013 Focus Where Value Is Created<\/a><ul class='ez-toc-list-level-3' ><li class='ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-34\" href=\"https:\/\/consultingquest.com\/fr\/connaissances\/maximize-consulting-value-sourcing\/#your_next_step\" >Your Next Step<\/a><\/li><\/ul><\/li><\/ul><\/nav><\/div>\n<p>[et_pb_section fb_built=&#8221;1&#8243; admin_label=&#8221;section&#8221; _builder_version=&#8221;4.16&#8243; global_colors_info=&#8221;{}&#8221;][et_pb_row admin_label=&#8221;row&#8221; _builder_version=&#8221;4.16&#8243; background_size=&#8221;initial&#8221; background_position=&#8221;top_left&#8221; background_repeat=&#8221;repeat&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.16&#8243; custom_padding=&#8221;|||&#8221; global_colors_info=&#8221;{}&#8221; custom_padding__hover=&#8221;|||&#8221;][et_pb_text _builder_version=&#8221;4.27.4&#8243; _module_preset=&#8221;default&#8221; hover_enabled=&#8221;0&#8243; sticky_enabled=&#8221;0&#8243;]<\/p>\n<p>When organizations reflect on the outcomes of their consulting projects, it\u2019s not uncommon to find a disconnect between the investment made and the value captured. Often, that gap stems from a narrow definition of success\u2014one that prioritizes cost savings over real impact.<\/p>\n<p>In many companies, especially those with decentralized decision-making or immature consulting governance, consulting sourcing is treated as a transactional exercise. The focus tends to gravitate toward price negotiations, contract terms, and keeping spend within budget. While these are important, they barely scratch the surface of the true value drivers.<\/p>\n<p>Consulting is not a commodity. It\u2019s a strategic lever. The impact of a consulting engagement depends on how well the problem is scoped, whether the right expertise is engaged, how the project is governed, and how outcomes are measured and translated into action. Saving 10% on fees won\u2019t rescue a project that was poorly framed or mismanaged\u2014or one that tackled the wrong challenge altogether.<\/p>\n<p>To maximize consulting value, companies must move beyond savings alone and adopt a more holistic view of the sourcing process. That means understanding which steps create savings, which generate cost avoidance, and\u2014most critically\u2014which drive real impact and transformation.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-48353\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2021\/06\/Key-Steps-to-Focus-Your-Efforts-in-the-Consulting-Sourcing-Process.png\" alt=\"\u00c9tapes cl\u00e9s pour concentrer vos efforts dans le processus de recherche de consultants\" width=\"900\" height=\"506\" title=\"\"><\/p>\n<p>In this article, we break down each phase of the consulting sourcing journey and analyze the role it plays in the value creation equation. From early-stage scoping to consultant selection, from negotiation to project execution and measurement, we\u2019ll help you pinpoint where your efforts should go if your goal is not just to spend wisely\u2014but to unlock the full potential of consulting.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"1_the_dual_lens_of_procurement_performance\"><\/span>1. The Dual Lens of Procurement Performance<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>When procurement leaders talk about performance, the conversation often starts\u2014and ends\u2014with savings. Metrics such as cost reduction, spend under management, and cycle time dominate dashboards and quarterly reviews. But when it comes to consulting, these traditional indicators only tell half the story.<\/p>\n<p>The most mature procurement organizations have learned to look at performance through a dual lens: <strong>efficiency<\/strong> et <strong>effectiveness<\/strong>.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"efficiency_are_we_doing_things_right\"><\/span>Efficiency: Are We Doing Things Right?<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Efficiency is about process. It\u2019s the operational backbone of procurement. In the context of consulting, it includes questions like:<\/p>\n<ul>\n<li>Are we sourcing projects quickly and competitively?<\/li>\n<li>Are we using technology to manage the process and reduce friction?<\/li>\n<li>Are we applying the right level of rigor to every project?<\/li>\n<li>Are we leveraging frameworks, templates, and past performance data?<\/li>\n<\/ul>\n<p>Efficiency measures how well procurement runs\u2014from cycle times to staff productivity and transaction costs. For consulting specifically, it might include metrics like average time to contract, consultant onboarding speed, or number of projects managed per FTE. But while these indicators matter, they don\u2019t speak to what the consulting actually delivered.<\/p>\n<p>And that\u2019s where effectiveness comes in.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"effectiveness_are_we_doing_the_right_things\"><\/span>Effectiveness: Are We Doing the Right Things?<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Effectiveness shifts the focus from operations to outcomes. It\u2019s about value\u2014whether the consulting work achieved its intended goals, enabled change, or unlocked new opportunities.<\/p>\n<p>In consulting procurement, effectiveness can be measured by:<\/p>\n<ul>\n<li>The quality and impact of the recommendations delivered.<\/li>\n<li>The degree to which outcomes aligned with business objectives.<\/li>\n<li>Return on investment over time\u2014especially when consulting enables transformation.<\/li>\n<li>Internal stakeholder satisfaction and adoption of consultant output.<\/li>\n<\/ul>\n<p>This lens forces organizations to ask deeper questions: Are we launching the right projects? Are we working with the right consultants? Are we getting results that justify the investment?<\/p>\n<p>Organizations that ignore this second dimension may appear efficient while still wasting significant value\u2014by sourcing irrelevant work, partnering with underperforming consultants, or focusing on low-priority initiatives.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"the_real_performance_equation\"><\/span>The Real Performance Equation<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Kate Hart de <a href=\"https:\/\/www.cips.org\/regional\/australia-new-zealand\" target=\"_blank\" rel=\"noopener\">CIPS Australie<\/a> captures this duality well, identifying five attributes that drive procurement performance: <strong>spend visibility<\/strong>, <strong>process efficiency<\/strong>, <strong>talent management<\/strong>, <strong>supplier performance<\/strong>, et <strong>strategic alignment<\/strong>. All of these, notably, live at the intersection of efficiency and effectiveness.<\/p>\n<p>This is especially relevant in consulting, where each engagement is high-stakes, time-sensitive, and often politically charged. The procurement function isn\u2019t just a gatekeeper or cost controller\u2014it\u2019s a value enabler. And its performance should reflect that.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"why_this_matters_for_consulting\"><\/span>Why This Matters for Consulting<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Consulting projects often lack the clear benchmarks that govern more traditional categories. You can\u2019t track price per unit or warranty claims. You\u2019re assessing thinking, transformation, and change. And that means the way we measure performance has to evolve.<\/p>\n<p>Increasingly, procurement leaders are embracing a more sophisticated model\u2014one that considers both:<\/p>\n<ul>\n<li><strong>Savings<\/strong>: The delta between what was paid and what could have been paid.<\/li>\n<li><strong>Cost to Savings Ratio<\/strong>: The effort and expense involved in securing those savings.<\/li>\n<li><strong>Cr\u00e9ation de valeur<\/strong>: The strategic opportunities enabled by consulting\u2014such as entering a new market, redesigning an organization, or accelerating a transformation.<\/li>\n<\/ul>\n<p>In this view, procurement is not just about \u201cspending less\u201d\u2014it\u2019s about \u201cenabling more.\u201d And that makes all the difference.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"2_six_sourcing_steps_that_drive_consulting_value\"><\/span>2. Six Sourcing Steps That Drive Consulting Value<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Not all steps in the consulting sourcing process contribute equally to value creation. Some steps are designed to reduce costs or avoid unnecessary spending, while others are pivotal for maximizing the impact of the consulting engagement itself.<\/p>\n<p>Let\u2019s explore each of the six steps\u2014starting with the one that has the greatest leverage, and is most often underestimated: <strong>Port\u00e9e<\/strong>.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"21_scoping_the_critical_first_move\"><\/span>2.1 Scoping: The Critical First Move<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>If you only get one thing right in a consulting project, let it be this: the scope.<\/p>\n<p>Scoping is not just a technical requirement for your RFP. It is the moment you define the problem you&#8217;re trying to solve, the outcomes you expect, and the role consulting should play in achieving them. It is, quite literally, where value begins\u2014or where it gets lost.<\/p>\n<h4>Why Scoping Drives Cost Avoidance<\/h4>\n<p>The most immediate lever tied to scoping is <strong>cost avoidance<\/strong>. Scope the wrong problem, and you waste budget on solving an irrelevant issue. Scope the challenge too broadly, and you overpay for unused services or assign work to consultants that would have been better handled internally or by other providers.<\/p>\n<p>Poor scoping decisions can inflate project costs by 50\u2013100%. But more importantly, they create opportunity costs: when consulting resources are misallocated, the real, value-generating projects go unfunded\u2014or unaddressed altogether.<\/p>\n<h4>The Value Multiplier Hidden in Clarity<\/h4>\n<p>Beyond avoiding waste, a well-scoped project unlocks significantly more <strong>impact<\/strong>. When expectations are clear and tightly aligned with business priorities, consultants can focus their expertise, tailor their recommendations, and move faster toward actionable outcomes.<\/p>\n<p>Great scoping also allows for modular sourcing strategies. Consider this example:<\/p>\n<p><em>You\u2019re planning a major acquisition and want to outsource the full process\u2014from screening targets to integration. The instinct may be to issue one large RFP to a strategy firm. But by breaking the project into phases, you can:<\/em><\/p>\n<ul>\n<li><em>Use a boutique for the initial market screening.<\/em><\/li>\n<li><em>Handle the internal due diligence in-house.<\/em><\/li>\n<li><em>Bring in legal or banking partners for negotiation.<\/em><\/li>\n<li><em>Assign integration to an implementation specialist.<\/em><\/li>\n<\/ul>\n<p>That\u2019s not just smarter\u2014it\u2019s <strong>value engineering<\/strong>.<\/p>\n<h4>What Good Scoping Looks Like<\/h4>\n<ul>\n<li>UN <strong>clearly defined problem statement<\/strong>, not just a topic.<\/li>\n<li>Questions <strong>objectives<\/strong> linked to business outcomes, not just deliverables.<\/li>\n<li>A view of <strong>internal vs. external capabilities<\/strong>, so consultants are only used where needed.<\/li>\n<li>An <strong>initial hypothesis or decision framework<\/strong>, giving consultants direction without biasing results.<\/li>\n<li>Alignment with <strong>key stakeholders<\/strong> on what success looks like.<\/li>\n<\/ul>\n<p>A strong scoping document reduces ambiguity, accelerates sourcing, improves proposal quality, and dramatically increases the odds of getting the results you actually want.<\/p>\n<h4>Don\u2019t Scope in Isolation<\/h4>\n<p>Scoping is not an academic exercise. It requires deep collaboration between business sponsors, procurement, and\u2014when possible\u2014subject matter experts. It\u2019s also a stage where procurement can add tremendous value, helping business lines articulate needs and avoid common traps like overscoping, bundling unrelated work, or recycling outdated RFP templates.<\/p>\n<p>For a deeper dive into crafting effective requests for proposals, check out our guide: <a href=\"https:\/\/consultingquest.com\/fr\/connaissances\/appels-doffres-pour-les-services-de-conseil-le-guide-definitif-2021\/\"><strong>RFP for Consulting Made Easy<\/strong><\/a>.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"22_sourcing_finding_the_right_experts\"><\/span>2.2 Sourcing: Finding the Right Experts<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Once you\u2019ve defined what you need, the next value lever comes into play: sourcing the right consultants. It sounds simple\u2014but in practice, it\u2019s where many organizations default to what they know instead of what they need.<\/p>\n<p>Too often, companies turn to the same three firms, issue an RFP to the usual suspects, or skip competition altogether. In doing so, they miss a critical opportunity\u2014not just to save money, but to dramatically improve project impact.<\/p>\n<h4>Why Sourcing Drives Savings and Impact<\/h4>\n<p>The primary lever at this stage is <strong>savings<\/strong>. A well-structured competition can deliver cost reductions of 30\u201350% compared to sole-sourcing. That\u2019s not theoretical\u2014it\u2019s based on actual project data. More importantly, competition creates negotiation leverage, improves proposal quality, and helps buyers understand the trade-offs between price, expertise, and delivery model.<\/p>\n<p>But sourcing doesn\u2019t just affect cost\u2014it affects <strong>who you hire<\/strong>, and therefore the <strong>results you get<\/strong>. Consultants are not interchangeable. Selecting the wrong firm\u2014even one with an impressive brand\u2014can cut your impact by 25\u201350%.<\/p>\n<h4>The Danger of the Illusion of Competition<\/h4>\n<p>Let\u2019s take a real-world example:<\/p>\n<p><em>A telecommunications company consistently invites the same three large consulting firms to bid. On paper, this creates competition. But in practice, all three firms know they\u2019ll be invited\u2014and that if they lose one bid, another is just around the corner.<\/em><\/p>\n<p><em>Over time, this creates a <strong>virtual oligopoly<\/strong>. The incentives shift. Why offer competitive pricing if relationships, not results, determine success? As a result, rates rise, innovation flattens, and impact erodes.<\/em><\/p>\n<p>Without <strong>fresh blood in the pipeline<\/strong>, or without true consequence for underperformance, even the best consulting panels can stagnate.<\/p>\n<p><strong>What Strategic Sourcing Looks Like<\/strong><\/p>\n<ul>\n<li>Creating a <strong>long list<\/strong> that includes new and specialized firms\u2014not just big names.<\/li>\n<li><strong>Right-sizing the competition<\/strong>\u2014enough bidders for leverage, but not so many that quality suffers.<\/li>\n<li>Requesting <strong>customized proposals<\/strong>, not boilerplate decks.<\/li>\n<li>Evaluating based on <strong>fit, capabilities, and approach<\/strong>, not just reputation.<\/li>\n<li>Running a <strong>transparent process<\/strong> with structured Q&amp;A, feedback loops, and clear decision criteria.<\/li>\n<\/ul>\n<h4>Procurement\u2019s Role as a Market Maker<\/h4>\n<p>At this stage, procurement plays a key role in opening the aperture. Business sponsors may know one or two firms. Procurement can surface others\u2014especially mid-sized players or boutiques with specialized expertise that offer better value for money.<\/p>\n<p>Procurement can also level the playing field, ensuring each firm understands the context, the ask, and the criteria for selection. This leads to stronger proposals, better alignment, and ultimately, better project outcomes.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"23_selecting_negotiating_optimize_for_impact_not_just_price\"><\/span>2.3 Selecting &amp; Negotiating: Optimize for Impact, Not Just Price<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>After scoping the project and sourcing the right firms, the selection and negotiation phase may seem like a formality. You\u2019ve done the hard work, right?<\/p>\n<p>Not quite.<\/p>\n<p>This is the moment where value becomes real. It\u2019s where you choose your consulting partner\u2014and define the rules of the game. Get it wrong, and even a well-scoped, competitively sourced project can lose traction before it starts.<\/p>\n<h4>Selection: More Than Picking the Lowest Price<\/h4>\n<p>Too many organizations treat selection as a price-driven decision. But unlike commodities, consulting outcomes depend heavily on <strong>fit, expertise, and engagement style<\/strong>. The cheapest firm may not be the most cost-effective\u2014especially if they deliver low-quality work or burn time with misaligned approaches.<\/p>\n<p>Selection is where you ensure the consultant:<\/p>\n<ul>\n<li>Understands the <strong>problem<\/strong> better than others.<\/li>\n<li>Brings a <strong>team that matches the challenge<\/strong>, not just a big name.<\/li>\n<li>Has a <strong>relevant, not generic, methodology<\/strong>.<\/li>\n<li>Shows the ability to <strong>co-create<\/strong>, not dictate.<\/li>\n<\/ul>\n<h4>Negotiation: A Tool for Value, Not Just Savings<\/h4>\n<p>Yes, negotiation can yield savings. Typical ranges are 5\u201315% off initial proposals\u2014sometimes more. But price alone should not be your only focus. The <strong>true power of negotiation<\/strong> lies in reshaping the deal to maximize impact.<\/p>\n<p>That includes:<\/p>\n<ul>\n<li><strong>Refining the scope<\/strong>: Ensuring consultants are not doing tasks better handled internally.<\/li>\n<li><strong>Adjusting staffing levels<\/strong>: Avoiding oversold teams or inappropriate seniority mixes.<\/li>\n<li><strong>Rebalancing timelines<\/strong>: So project cadence aligns with internal readiness.<\/li>\n<li><strong>Clarifying deliverables and success metrics<\/strong>: Preventing misunderstandings that derail execution.<\/li>\n<\/ul>\n<p>Sometimes, simple reallocations\u2014like replacing a partner-led team with an experienced manager and a subject-matter expert\u2014can drive both <strong>savings and stronger results<\/strong>.<\/p>\n<h4>Urgency Kills Leverage<\/h4>\n<p>One of the most common traps? Letting urgency dictate process.<\/p>\n<p>Picture this: an insurance company urgently needs consulting support for a transformation initiative. They approach one firm, convey the urgency, and ask for a proposal. The consultants know they\u2019re the only option\u2014and price accordingly.<\/p>\n<p>Had the company taken a day to prepare a brief and identify at least one alternative, they would have preserved negotiation leverage\u2014and likely saved 10\u201320% without sacrificing quality.<\/p>\n<h4>The Procurement Advantage<\/h4>\n<p>Procurement is uniquely positioned to orchestrate this phase with rigor. It can:<\/p>\n<ul>\n<li>Anchor the <strong>evaluation criteria<\/strong> and ensure they\u2019re applied consistently.<\/li>\n<li>Manage <strong>v\u00e9rification des r\u00e9f\u00e9rences<\/strong>, especially around similar past work.<\/li>\n<li>Lead <strong>commercial negotiations<\/strong> and define value-based pricing models.<\/li>\n<li>Align <strong>terms and conditions<\/strong> with enterprise standards and risk policies.<\/li>\n<\/ul>\n<p>When done well, the result is not just a signed agreement\u2014but the foundation for a successful engagement.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"24_managing_driving_the_project_to_results\"><\/span>2.4 Managing: Driving the Project to Results<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Once the contract is signed, many organizations breathe a sigh of relief. The deal is done. The project is launched. Time to let the consultants take over.<\/p>\n<p>Except that\u2019s precisely where many projects go sideways.<\/p>\n<p>Consulting engagements don\u2019t run on autopilot. They require proactive <strong>management, governance, and ownership<\/strong>\u2014just like any internal transformation initiative. Without this, even the best consulting firm will struggle to deliver lasting value.<\/p>\n<h4>Why Managing Drives Cost Avoidance and Impact<\/h4>\n<p>The primary lever at this stage is <strong>cost avoidance<\/strong>. Poorly managed projects suffer from scope drift, misaligned expectations, stakeholder disengagement, and deliverables that are never used. In some cases, companies end up paying for work that yields zero strategic return.<\/p>\n<p>But strong management does more than prevent loss. It directly enhances <strong>impact<\/strong>\u2014by aligning the project to evolving priorities, enabling faster decision-making, and ensuring recommendations are actually implemented.<\/p>\n<h4>When Management Is Missing, Value Evaporates<\/h4>\n<p>Consider this scenario:<\/p>\n<p>An industrial company launches a global benchmarking project to optimize its operations. The scope is solid, the consultants are qualified, and the initial engagement is promising. But halfway through, the project sponsor leaves. There\u2019s no governance structure, no steering committee, and limited support from the rest of the leadership team.<\/p>\n<p>The project stalls. Stakeholder buy-in erodes. By the time the final report is delivered, priorities have shifted, and the recommendations are shelved.<\/p>\n<p>Ne pas g\u00e9rer correctement le projet peut gaspiller jusqu&#039;\u00e0 100% du co\u00fbt du projet (sans tenir compte du temps perdu de vos \u00e9quipes), et vous pourriez ne pas obtenir l&#039;impact que vous attendiez du projet lui-m\u00eame.<\/p>\n<h4>What Good Project Management Looks Like<\/h4>\n<ul>\n<li><strong>A named internal project owner<\/strong> empowered to drive the initiative forward.<\/li>\n<li>UN <strong>steering committee<\/strong> including key decision-makers and stakeholders.<\/li>\n<li>UN <strong>communication plan<\/strong> that keeps sponsors informed and engaged.<\/li>\n<li>Regular <strong>checkpoints and adjustments<\/strong> to scope, pace, or direction.<\/li>\n<li><strong>Decision gates<\/strong> where critical choices are reviewed and endorsed.<\/li>\n<\/ul>\n<p>Managing consultants isn\u2019t about micromanaging. It\u2019s about creating the conditions for success\u2014and holding all parties, internal and external, accountable for outcomes.<\/p>\n<h4>Build Governance into the Contract<\/h4>\n<p>Strong project governance should start <strong>before<\/strong> the kick-off meeting. The Statement of Work (SOW) should define:<\/p>\n<ul>\n<li>Meeting cadences<\/li>\n<li>Roles and responsibilities<\/li>\n<li>Escalation paths<\/li>\n<li>Deliverable review processes<\/li>\n<li>Reporting formats<\/li>\n<\/ul>\n<p>This ensures everyone is aligned from day one and sets clear expectations for collaboration.<\/p>\n<h4>Consulting \u2260 Outsourcing<\/h4>\n<p>A common misconception is that hiring consultants means offloading ownership. It doesn\u2019t. Consulting is a collaboration\u2014where the client plays a critical role in decision-making, access, and implementation.<\/p>\n<p>If your internal team is disengaged, if no one\u2019s driving the bus, or if consultants are left to \u201cdo their thing,\u201d you\u2019ve already forfeited part of the value.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"25_measuring_performance_is_not_a_gut_feeling\"><\/span>2.5 Measuring: Performance Is Not a Gut Feeling<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Ask most companies how they measure consulting performance, and the answer is usually\u2026 they don\u2019t. Or worse, they rely on informal opinions: \u201cThat went well,\u201d or \u201cLet\u2019s not use them again.\u201d<\/p>\n<p>In a category that can represent millions in annual spend, that approach simply isn\u2019t good enough.<\/p>\n<p>Performance measurement in consulting is not just about evaluating results\u2014it\u2019s about building institutional memory, preventing repeat mistakes, and improving the ROI of future engagements.<\/p>\n<h4>Why Measuring Prevents Value Leakage<\/h4>\n<p>The primary lever at this stage is <strong>opportunity loss<\/strong>. Without a performance management system in place, companies risk repeatedly engaging consultants who are misaligned, overpriced, or lacking the required expertise.<\/p>\n<p>That can translate into <strong>a 25% to 50% loss in expected impact<\/strong>\u2014even if the project technically \u201cdelivers.\u201d And when the wrong consultants are retained repeatedly, organizations waste budget that could have been reallocated more effectively.<\/p>\n<p>On top of that, without visibility into performance, many companies unknowingly pay <strong>top-tier prices<\/strong> for work that lower-tier, specialized firms could have done better and cheaper.<\/p>\n<p>Case in point:<br \/><em>A major U.S. retail bank hired a top-tier strategy firm to lead a branch network restructuring. While the firm had deep industry knowledge, it lacked real strength in organization design and change. The project was completed\u2014but underwhelming. Worse, the firm later cited this project as a reference and secured similar work across the bank, propagating mediocre performance at premium rates.<\/em><\/p>\n<h4>What Should Be Measured?<\/h4>\n<p>A solid consulting performance framework should include both <strong>project-level<\/strong> et <strong>provider-level<\/strong> metrics.<\/p>\n<p>At the <strong>project level<\/strong>, assess:<\/p>\n<ul>\n<li>Clarity and completeness of deliverables<\/li>\n<li>Adherence to timeline and budget<\/li>\n<li>Responsiveness and collaboration<\/li>\n<li>Measurable progress toward business objectives<\/li>\n<\/ul>\n<p>At the <strong>provider level<\/strong>, track:<\/p>\n<ul>\n<li>Project outcomes across engagements<\/li>\n<li>Strengths by capability, industry, and format<\/li>\n<li>Pricing patterns and cost competitiveness<\/li>\n<li>Stakeholder satisfaction trends<\/li>\n<\/ul>\n<p>A performance index or provider rating system\u2014especially when built into your sourcing platform or procurement CRM\u2014can dramatically improve future decision-making.<\/p>\n<h4>The Cost of Not Measuring<\/h4>\n<p>Let\u2019s quantify the risk:<\/p>\n<ul>\n<li>If a firm underdelivers and captures only <strong>50% of expected project impact<\/strong>, a project forecasted to return 600 in value only delivers 300.<\/li>\n<li>Add a premium consulting fee of 80 against a reference cost of 60, and the <strong>cost inefficiency<\/strong> grows.<\/li>\n<li>Multiply that by multiple projects annually, and you&#8217;re looking at <strong>millions in lost value<\/strong>.<\/li>\n<\/ul>\n<p>Now compare that to the cost of implementing a basic performance review system. The ROI speaks for itself.<\/p>\n<h4>Build Feedback Loops into the Process<\/h4>\n<p>Here\u2019s how to get started:<\/p>\n<ul>\n<li><strong>Debrief every project<\/strong>, even the successful ones. Capture lessons learned, both technical and behavioral.<\/li>\n<li><strong>Use structured scorecards<\/strong> to evaluate providers. Standardize the data collection across business units.<\/li>\n<li><strong>Integrate findings into sourcing decisions<\/strong>, panel reviews, and ongoing contract negotiations.<\/li>\n<li><strong>Close the loop<\/strong>: share feedback with consulting firms to drive accountability and improvement.<\/li>\n<\/ul>\n<p>Measuring is not about punishment\u2014it\u2019s about learning. When done right, it helps good consultants shine, filters out poor performers, and continuously improves sourcing precision.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"26_focusing_allocating_budget_to_what_truly_matters\"><\/span>2.6 Focusing: Allocating Budget to What Truly Matters<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Not all consulting projects are created equal. Yet many organizations allocate their consulting budgets as if they were\u2014spreading resources thinly across dozens of minor initiatives, rather than concentrating firepower where it can deliver exponential returns.<\/p>\n<p>That\u2019s a missed opportunity.<\/p>\n<p>The act of <strong>focusing<\/strong>\u2014of deliberately prioritizing high-impact projects and defunding low-value work\u2014is one of the most powerful levers for maximizing consulting ROI. Yet it\u2019s rarely treated as part of the sourcing process.<\/p>\n<h4>Why Focusing Drives Strategic Impact<\/h4>\n<p>The main value lever here is <strong>impact<\/strong>. When you concentrate your consulting investment on a smaller portfolio of high-stakes, aligned, and well-managed projects, the results compound.<\/p>\n<p>The secondary lever is <strong>cost avoidance<\/strong>. By eliminating unnecessary or redundant projects, you preserve budget that can be reinvested in more critical areas\u2014or saved outright.<\/p>\n<p>A well-run prioritization process can easily <strong>redirect 20\u201325% of annual consulting spend<\/strong> toward more valuable projects\u2014without increasing total budget.<\/p>\n<p>Consider this example:<br \/><em>A CPG company operated with a decentralized culture, where consulting budgets were managed at the department level. Historically, manufacturing and communications consumed most of the consulting spend, leaving little room for procurement or supply chain initiatives.<\/em><\/p>\n<p><em>Over time, this imbalance led to underperformance in key operational areas. Despite spending millions, the company wasn\u2019t funding the work that would drive long-term transformation. Without a centralized view or a value-based allocation model, <strong>high-ROI projects were left unfunded<\/strong> while lower-priority initiatives moved forward.<\/em><\/p>\n<h4>How to Focus Consulting Investments<\/h4>\n<p>To make better decisions about where to allocate consulting spend, organizations must adopt a <strong>demand management mindset<\/strong>\u2014where all proposed projects are evaluated based on business impact, urgency, strategic alignment, and internal capabilities.<\/p>\n<p>Key elements include:<\/p>\n<ul>\n<li><strong>Central visibility<\/strong> over consulting pipeline and historical spend<\/li>\n<li>UN <strong>review process<\/strong> for new project requests\u2014governed by procurement or a transformation office<\/li>\n<li>Criteria to evaluate <strong>project ROI, criticality, and risk<\/strong><\/li>\n<li>UN <strong>scorecard or prioritization model<\/strong> to rank initiatives<\/li>\n<li>The courage to say \u201cnot now\u201d or \u201cnot at all\u201d to marginal projects<\/li>\n<\/ul>\n<p>This approach doesn\u2019t just drive better sourcing\u2014it ensures consulting is treated as a <strong>strategic investment portfolio<\/strong>, not just an expense line.<\/p>\n<h4>The Cost of Misallocation<\/h4>\n<p>Let\u2019s put numbers on it:<\/p>\n<ul>\n<li>Say your company spends <strong>$20M annually<\/strong> on consulting.<\/li>\n<li>If <strong>25% of that budget<\/strong> is redirected from average to high-performing projects, and those projects deliver <strong>2x the impact<\/strong>, you\u2019re looking at a <strong>net gain of $10M in value<\/strong>\u2014with zero increase in spend.<\/li>\n<\/ul>\n<p>That\u2019s not optimization\u2014it\u2019s transformation.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"3_the_value_equation_more_than_just_savings\"><\/span>3. The Value Equation: More Than Just Savings<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>By now, it should be clear: not all value from consulting is visible on an invoice. In fact, the biggest returns are often invisible to traditional procurement dashboards. They\u2019re embedded in cost avoidance, unlocked through better scoping, and captured in long-term business impact.<\/p>\n<p>That\u2019s why mature organizations are reframing how they assess the value of consulting\u2014moving beyond cost-based metrics to a <strong>multi-dimensional equation<\/strong>.<\/p>\n<p>Let\u2019s break it down.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"31_the_simplest_view_willingness_to_pay_minus_price\"><\/span>3.1 The Simplest View: Willingness to Pay Minus Price<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>The most basic lens on consulting value is perceived savings:<\/p>\n<p><strong><em>Perceived Value = Willingness to Pay \u2013 Actual Price Paid<\/em><\/strong><\/p>\n<p>If you were prepared to pay $100K for a strategy engagement and negotiated it down to $80K, you could argue that you \u201csaved\u201d $20K. But this is simplistic. Willingness to pay is subjective and highly variable\u2014anchored by internal expectations, not market benchmarks or actual value delivered.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"32_the_market-based_view_reference_cost_minus_actual_price\"><\/span>3.2 The Market-Based View: Reference Cost Minus Actual Price<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>A more robust method compares your actual spend to a <strong>reference cost<\/strong>\u2014the average price you would have paid based on similar proposals.<\/p>\n<p><strong><em>Measured Savings = Reference Cost \u2013 Actual Price<\/em><\/strong><\/p>\n<p>Let\u2019s say you paid $80K, and the average market proposal was $90K. That\u2019s a $10K measured savings, grounded in market data. But even this model overlooks a major factor: did you buy more than you needed?<\/p>\n<h3><span class=\"ez-toc-section\" id=\"33_the_strategic_view_savings_cost_avoidance_impact_multiplier\"><\/span>3.3 The Strategic View: Savings + Cost Avoidance + Impact Multiplier<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>To fully understand consulting value, we need a three-part model:<\/p>\n<p><strong><em>Total Value = Measured Savings + Cost Avoidance + Captured Impact<\/em><\/strong><\/p>\n<p>Let\u2019s define each component.<\/p>\n<p><strong>\u2705 Measured Savings<\/strong><\/p>\n<p>Savings from negotiation and sourcing versus comparable market prices.<\/p>\n<p><strong>\u2705 Cost Avoidance<\/strong><\/p>\n<p>Savings created by scoping tightly and avoiding unnecessary work.<br \/>For instance, <strong>optimizing scope<\/strong> might save $30K in avoidable fees by removing redundant or low-value tasks.<\/p>\n<p><strong>\u2705 Captured Impact<\/strong><\/p>\n<p>The value created by the project itself\u2014operational efficiencies, growth enablement, transformation gains.<br \/>This is the multiplier that justifies the investment.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"34_putting_numbers_to_the_equation\"><\/span>3.4 Putting Numbers to the Equation<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Let\u2019s walk through a full example:<\/p>\n<ul>\n<li><strong>Reference Cost<\/strong> for the project: $90K<\/li>\n<li><strong>Actual Cost<\/strong> after negotiation: $80K \u2192 <em>Measured Savings = $10K<\/em><\/li>\n<li><strong>Scoping Optimization Savings<\/strong>: $30K \u2192 <em>Cost Avoidance = $30K<\/em><\/li>\n<li><strong>Expected Business Impact<\/strong>: $600K over 12 months<\/li>\n<li><strong>Discount Rate for NPV<\/strong>: 10% \u2192 <em>10-year value = $600K \u00d7 7 = $4.2M<\/em><\/li>\n<li><strong>Realized Impact (assuming 50% execution effectiveness)<\/strong>: $2.1M<\/li>\n<li><strong>Total Value = $10K (savings) + $30K (avoidance) + $2.1M (impact)<\/strong><\/li>\n<li><strong>Result = $2.14M in captured value from an $80K investment<\/strong><\/li>\n<\/ul>\n<p>That\u2019s a <strong>26x return<\/strong>\u2014and illustrates why sourcing decisions must focus on impact, not just cost.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"35_why_impact_trumps_everything\"><\/span>3.5 Why Impact Trumps Everything<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Here\u2019s the strategic truth: unless your expected returns are low, <strong>impact is almost always the dominant value driver<\/strong>.<\/p>\n<p>If a project\u2019s expected return is below 3x, cost optimization matters more. But once returns exceed that threshold\u2014which is the case for most strategic consulting work\u2014then sourcing the right partner, managing execution well, and aligning stakeholders become far more important than negotiating an extra 5% off fees.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"36_your_three_value_levers_in_summary\"><\/span>3.6 Your Three Value Levers in Summary<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<table style=\"height: 150px;\" border=\"1\" width=\"850\">\n<thead>\n<tr>\n<td style=\"width: 144.95px;\"><strong>Lever<\/strong><\/td>\n<td style=\"width: 224.312px;\"><strong>Primary Focus<\/strong><\/td>\n<td style=\"width: 461.938px;\"><strong>Driven By<\/strong><\/td>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"width: 144.95px;\"><strong>Savings<\/strong><\/td>\n<td style=\"width: 224.312px;\">Negotiation &amp; Competition<\/td>\n<td style=\"width: 461.938px;\">Procurement process excellence<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 144.95px;\"><strong>Cost Avoidance<\/strong><\/td>\n<td style=\"width: 224.312px;\">Scope Optimization<\/td>\n<td style=\"width: 461.938px;\">Demand management &amp; sourcing design<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 144.95px;\"><strong>Impact<\/strong><\/td>\n<td style=\"width: 224.312px;\">Project Execution &amp; Fit<\/td>\n<td style=\"width: 461.938px;\">Consultant quality, governance, stakeholder alignment<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>In the next section, we\u2019ll explore how organizations typically focus their efforts\u2014and where they should refocus if they want to unlock consulting\u2019s full potential.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"4_where_companies_focus_today_vs_where_they_should\"><\/span>4. Where Companies Focus Today vs. Where They Should<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Knowing how value is created is one thing. Aligning your internal processes and priorities to capture that value is another. In practice, many companies focus their energy on the parts of the consulting sourcing process that are easiest to control\u2014or easiest to measure\u2014rather than those that yield the greatest returns.<\/p>\n<p>This misalignment is not just a missed opportunity. It actively undermines the effectiveness of consulting engagements and the ROI they can generate.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"41_where_the_focus_is_today\"><\/span>4.1 Where the Focus Is Today<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>In most companies, especially those with decentralized or category-agnostic procurement teams, consulting sourcing is still managed like any other indirect spend. Procurement\u2019s involvement often starts late\u2014after the business has already decided on a need and, in some cases, even selected a preferred firm.<\/p>\n<p>As a result, most of the effort is placed on the <strong>back end of the process<\/strong>:<\/p>\n<ul>\n<li><strong>Negotiating discounts<\/strong><\/li>\n<li><strong>Reviewing pricing models<\/strong><\/li>\n<li><strong>Checking contract terms<\/strong><\/li>\n<li><strong>Running RFPs with a limited shortlist<\/strong><\/li>\n<\/ul>\n<p>In these environments, success is measured primarily in terms of <strong>price savings<\/strong>\u2014not value delivered. This is partly due to procurement KPIs that still emphasize spend reduction, and partly because consulting is perceived as too \u201cstrategic\u201d or \u201csensitive\u201d to be fully integrated into procurement governance.<\/p>\n<p>Meanwhile, <strong>scoping<\/strong>, <strong>consultant selection<\/strong>, <strong>gestion de projet<\/strong>, et <strong>post-project performance review<\/strong> are either underinvested or left entirely to the business sponsor\u2014who may or may not have the expertise, time, or incentive to manage those steps rigorously.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"42_where_the_focus_should_be\"><\/span>4.2 Where the Focus Should Be<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Mature organizations are flipping the script.<\/p>\n<p>Instead of focusing primarily on price, they concentrate on the <strong>steps that shape the actual business outcome<\/strong>. These include:<\/p>\n<ul>\n<li><strong>Scoping the right problem<\/strong> (Cost avoidance + impact)<\/li>\n<li><strong>Sourcing the right consultants<\/strong> (Impact)<\/li>\n<li><strong>Managing the project actively<\/strong> (Impact)<\/li>\n<li><strong>Measuring performance<\/strong> (Cost avoidance + impact)<\/li>\n<li><strong>Prioritizing high-ROI projects<\/strong> (Portfolio-level value)<\/li>\n<\/ul>\n<p>These are the stages that create long-term strategic and financial benefits. And yet, they\u2019re often under-supported, under-funded, or unstructured.<\/p>\n<p>That\u2019s where strategic procurement can step in\u2014not to impose bureaucracy, but to <strong>bring discipline, insight, and leverage to the parts of the process that matter most<\/strong>.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-48357\" src=\"https:\/\/consultingquest.com\/wp-content\/uploads\/2021\/06\/Where-to-Focus-Your-Efforts-Today-and-Where-the-Focus-Should-Be.png\" alt=\"O\u00f9 concentrer vos efforts aujourd&#039;hui et o\u00f9 l&#039;accent devrait \u00eatre mis\" width=\"900\" height=\"346\" title=\"\"><\/p>\n<h3><span class=\"ez-toc-section\" id=\"43_why_the_shift_matters\"><\/span>4.3 Why the Shift Matters<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Let\u2019s revisit the value equation from the previous section:<\/p>\n<p><strong>Total Value = Savings + Cost Avoidance + Captured Impact<\/strong><\/p>\n<p>Now ask: where do most procurement teams actually focus?<\/p>\n<p>Primarily on the left-hand side\u2014savings. But unless a project has a very low expected return, that\u2019s not where most of the value lives.<\/p>\n<p>If your average project has an expected ROI of 5x or higher\u2014which is typical for well-scoped consulting initiatives\u2014then even small changes in <strong>impact capture<\/strong> far outweigh modest differences in price.<\/p>\n<p>Par exemple:<\/p>\n<ul>\n<li>A 10% improvement in captured impact on a project with $1M in potential return delivers $100K in value.<\/li>\n<li>A 10% savings on a $200K project only delivers $20K.<\/li>\n<\/ul>\n<p>That\u2019s a <strong>5x difference<\/strong>\u2014and it illustrates exactly why the focus must shift.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"44_how_leading_companies_are_refocusing_their_efforts\"><\/span>4.4 How Leading Companies Are Refocusing Their Efforts<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>The most advanced consulting procurement functions are adopting an integrated approach, often anchored in three core principles:<\/p>\n<p><strong>\u2705 1. Value-Based Demand Management<\/strong><\/p>\n<p>They treat consulting as a strategic investment, not just an operating expense. Every project must justify its place in the portfolio\u2014not just by internal urgency, but by expected ROI.<\/p>\n<p><strong>\u2705 2. Fit-Driven Consultant Selection<\/strong><\/p>\n<p>They assess providers not only on pricing, but on expertise, approach, cultural fit, and historical performance. The \u201cusual suspects\u201d no longer get a pass.<\/p>\n<p><strong>\u2705 3. Impact-Oriented Project Oversight<\/strong><\/p>\n<p>They ensure governance is embedded from day one: clear goals, structured milestones, executive sponsorship, and regular performance reviews.<\/p>\n<p>This doesn\u2019t mean procurement controls everything. In fact, the best models involve strong <strong>collaboration between procurement and business stakeholders<\/strong>. But it does mean moving beyond tactical sourcing to <strong>true consulting category management<\/strong>.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"45_bridging_the_gap_procurement_as_a_strategic_enabler\"><\/span>4.5 Bridging the Gap: Procurement as a Strategic Enabler<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>To support this shift, procurement must evolve its own mindset:<\/p>\n<ul>\n<li>From <strong>spending less<\/strong> \u2192 to <strong>enabling more<\/strong><\/li>\n<li>From <strong>cost-centric<\/strong> \u2192 to <strong>value-focused<\/strong><\/li>\n<li>From <strong>transactional oversight<\/strong> \u2192 to <strong>strategic orchestration<\/strong><\/li>\n<\/ul>\n<p>That means rethinking KPIs, investing in consulting-specific tools and frameworks, and building internal credibility as a <strong>value partner<\/strong>, not just a cost controller.<\/p>\n<p>Because at the end of the day, value from consulting is not just what you pay\u2014it\u2019s what you unlock.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"5_how_to_operationalize_a_value-driven_approach\"><\/span>5. How to Operationalize a Value-Driven Approach<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>Understanding the consulting value equation is a start. Aligning your sourcing efforts to high-impact levers is progress. But the real transformation happens when you <strong>embed those principles into your organization\u2019s way of working<\/strong>.<\/p>\n<p>That\u2019s where many initiatives stall\u2014not for lack of strategy, but for lack of structure. This section outlines how to turn insight into action, and how to systematize value creation across the full consulting lifecycle.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"51_build_a_robust_demand_management_process\"><\/span>5.1 Build a Robust Demand Management Process<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>If consulting is a strategic investment, it deserves a <strong>rigorous intake and prioritization process<\/strong>. That starts with visibility\u2014who is using consulting, for what, and why?<\/p>\n<p>Mature organizations build <strong>centralized visibility<\/strong> into:<\/p>\n<ul>\n<li>Project requests and business cases<\/li>\n<li>Forecasted spend by function and initiative<\/li>\n<li>Expected vs. actual outcomes<\/li>\n<li>Frequency and concentration of provider usage<\/li>\n<\/ul>\n<p>From there, they implement a <strong>lightweight, value-based review process<\/strong> to ensure:<\/p>\n<ul>\n<li>The right problems are being addressed<\/li>\n<li>Internal capabilities are considered first<\/li>\n<li>Consulting is used where it creates leverage, not convenience<\/li>\n<\/ul>\n<p>A well-structured demand management system can <strong>redirect 20\u201330% of spend<\/strong> toward higher-ROI projects\u2014without increasing the budget.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"52_develop_a_consulting-specific_sourcing_framework\"><\/span>5.2 Develop a Consulting-Specific Sourcing Framework<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Consulting is not like buying office supplies or temp labor. It requires a tailored sourcing playbook\u2014one that reflects the unique nature of expertise-driven, outcome-focused work. As detailed in our <a href=\"https:\/\/consultingquest.com\/fr\/connaissances\/how-to-buy-consulting-guide\/\">How to Buy Consulting Guide<\/a>, effective sourcing strategies hinge on several core elements. They include:<\/p>\n<ul>\n<li><strong>Pre-scoping tools and templates<\/strong> to help business lines define needs clearly<\/li>\n<li><strong>Curated supplier shortlists<\/strong> based on domain, geography, and performance<\/li>\n<li><strong>Capability-fit matrices<\/strong> to evaluate technical and cultural alignment<\/li>\n<li><strong>Pricing benchmarks and rate cards<\/strong> by seniority, geography, and format<\/li>\n<li><strong>Standardized RFP and proposal evaluation criteria<\/strong><\/li>\n<\/ul>\n<p>This ensures the process is consistent, yet flexible enough to adapt to different project types\u2014whether strategic, operational, digital, or organizational.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"53_embed_governance_into_every_project\"><\/span>5.3 Embed Governance Into Every Project<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>As discussed in Section 2.4, even the best consulting strategy can fail without strong project governance. To operationalize governance, organizations should:<\/p>\n<ul>\n<li>Require a <strong>named internal sponsor<\/strong> with decision authority<\/li>\n<li>\u00c9tablir <strong>milestone-based tracking<\/strong> (not just delivery dates)<\/li>\n<li>Cr\u00e9er <strong>steering committees<\/strong> for major initiatives<\/li>\n<li>Include <strong>regular checkpoints<\/strong> for scope review and course correction<\/li>\n<li>Mandate <strong>project closure reports<\/strong>\u2014including results vs. expectations<\/li>\n<\/ul>\n<p>These governance structures not only protect value, but also create data that feeds into future performance reviews and sourcing decisions.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"54_measure_consultant_performance_consistently\"><\/span>5.4 Measure Consultant Performance Consistently<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>What gets measured gets improved.<\/p>\n<p>To scale consultant performance management, you need both structure and repetition. Best practices include:<\/p>\n<ul>\n<li><strong>Post-project evaluations<\/strong> with stakeholder surveys and scorecards<\/li>\n<li><strong>Performance tracking<\/strong> at the firm, team, and individual consultant level<\/li>\n<li><strong>Feedback loops<\/strong> that inform future RFPs, panel reviews, and pricing decisions<\/li>\n<li><strong>Balanced scorecards<\/strong> covering quality, collaboration, expertise, and ROI<\/li>\n<\/ul>\n<p>Over time, this creates a <strong>data-driven memory system<\/strong>\u2014enabling smarter decisions with each engagement.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"55_professionalize_the_role_of_consulting_procurement\"><\/span>5.5 Professionalize the Role of Consulting Procurement<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>Perhaps most importantly, organizations must <strong>build internal capabilities<\/strong> to manage consulting as a strategic category.<\/p>\n<p>That means investing in:<\/p>\n<ul>\n<li><strong>Dedicated category managers<\/strong> for consulting or professional services<\/li>\n<li><strong>Training programs<\/strong> for procurement teams on consulting-specific challenges<\/li>\n<li><strong>Internal education<\/strong> for business stakeholders on value-based sourcing<\/li>\n<li><strong>Digital platforms<\/strong> to centralize spend, projects, and provider data<\/li>\n<\/ul>\n<p>It also means creating a <strong>clear governance model<\/strong> between procurement, finance, and business leadership\u2014so decisions are made collaboratively and aligned to strategic goals.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"56_what_it_looks_like_in_practice\"><\/span>5.6 What It Looks Like in Practice<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>When operationalized well, a value-driven consulting procurement model delivers:<\/p>\n<table style=\"height: 250px;\" border=\"1\" width=\"850\">\n<thead>\n<tr>\n<td style=\"width: 238.6px;\"><strong>Element<\/strong><\/td>\n<td style=\"width: 238.637px;\"><strong>Traditional Model<\/strong><\/td>\n<td style=\"width: 353.962px;\"><strong>Value-Driven Model<\/strong><\/td>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"width: 238.6px;\">Project Intake<\/td>\n<td style=\"width: 238.637px;\">Reactive, ad hoc<\/td>\n<td style=\"width: 353.962px;\">Structured, value-based<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 238.6px;\">Supplier Selection<\/td>\n<td style=\"width: 238.637px;\">Relationship-driven<\/td>\n<td style=\"width: 353.962px;\">Fit- and impact-driven<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 238.6px;\">Fixation des prix<\/td>\n<td style=\"width: 238.637px;\">Negotiated late in process<\/td>\n<td style=\"width: 353.962px;\">Benchmarked and optimized early<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 238.6px;\">Gouvernance<\/td>\n<td style=\"width: 238.637px;\">Informal or missing<\/td>\n<td style=\"width: 353.962px;\">Structured with milestones and sponsors<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 238.6px;\">Performance Measurement<\/td>\n<td style=\"width: 238.637px;\">Subjective and inconsistent<\/td>\n<td style=\"width: 353.962px;\">Systematic and data-driven<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 238.6px;\">Procurement Role<\/td>\n<td style=\"width: 238.637px;\">Cost gatekeeper<\/td>\n<td style=\"width: 353.962px;\">Strategic value enabler<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>In short, operationalizing value means shifting from individual project firefighting to <strong>portfolio-level performance management<\/strong>. It\u2019s about embedding the right tools, governance, and behaviors to <strong>ensure consulting spend consistently delivers on its promise<\/strong>.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"6_conclusion_%e2%80%93_focus_where_value_is_created\"><\/span>6. Conclusion \u2013 Focus Where Value Is Created<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>The consulting sourcing process is often treated as a procurement exercise. But in reality, it\u2019s a performance system\u2014one that determines whether consulting becomes a lever for transformation or just another line item on your budget.<\/p>\n<p>As we\u2019ve seen, <strong>not all steps contribute equally to value<\/strong>. Negotiating lower prices might feel like a win, but if you\u2019re solving the wrong problem, picking the wrong partner, or failing to manage execution, those savings are quickly eclipsed by lost impact.<\/p>\n<p>That\u2019s why the smartest organizations are flipping the traditional approach. Instead of over-indexing on price, they\u2019re placing deliberate focus on:<\/p>\n<ul>\n<li><strong>Scoping with precision<\/strong> to avoid waste and enable better outcomes.<\/li>\n<li><strong>Sourcing for fit<\/strong>, not familiarity.<\/li>\n<li><strong>Managing projects proactively<\/strong>, with real governance and sponsorship.<\/li>\n<li><strong>Measuring performance<\/strong> to build institutional knowledge and accountability.<\/li>\n<li><strong>Focusing resources<\/strong> where consulting creates the most strategic value.<\/li>\n<\/ul>\n<p>And they\u2019re doing it not through bureaucracy, but through thoughtful systems\u2014demand management, fit-for-purpose sourcing frameworks, project oversight, and performance data that fuels continuous improvement.<\/p>\n<p>Because here\u2019s the truth:<\/p>\n<p><strong>Unless the expected returns are very low, the impact of the project itself will always outweigh the savings you can achieve through negotiation.<\/strong><\/p>\n<p>When you understand that\u2014and structure your sourcing efforts accordingly\u2014you don\u2019t just control spend. You multiply value.<\/p>\n<h3><span class=\"ez-toc-section\" id=\"your_next_step\"><\/span>Your Next Step<span class=\"ez-toc-section-end\"><\/span><\/h3>\n<p>If you\u2019re ready to move beyond cost containment and start building a value-driven consulting procurement model, we\u2019re here to help.<\/p>\n<p>At Consulting Quest, we specialize in helping companies redesign their consulting sourcing approach\u2014from playbooks and panels to platforms and performance systems.<\/p>\n<p>Let\u2019s talk about how you can unlock the full ROI of your consulting investments.<\/p>\n<p>\ud83d\udc49 <a href=\"https:\/\/calendly.com\/consultingquest\/free-consultation?month=2025-06\" target=\"_blank\" rel=\"noopener\"><strong>Book your free consultation with our team<\/strong><\/a> and start building a smarter, impact-driven approach to consulting sourcing.<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n<span class=\"et_bloom_bottom_trigger\"><\/span>","protected":false},"excerpt":{"rendered":"<p>Maximize value from consulting by focusing on sourcing steps that cut costs, avoid unnecessary spend, and ensure long-term impact. Drive savings and results by optimizing how you plan and manage consulting projects.<\/p>","protected":false},"author":4,"featured_media":48351,"template":"","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false},"class_list":["post-43659","insights","type-insights","status-publish","has-post-thumbnail","hentry","layout_tag-consulting-focus","layout_tag-consulting-value"],"acf":[],"_links":{"self":[{"href":"https:\/\/consultingquest.com\/fr\/wp-json\/wp\/v2\/insights\/43659","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/consultingquest.com\/fr\/wp-json\/wp\/v2\/insights"}],"about":[{"href":"https:\/\/consultingquest.com\/fr\/wp-json\/wp\/v2\/types\/insights"}],"author":[{"embeddable":true,"href":"https:\/\/consultingquest.com\/fr\/wp-json\/wp\/v2\/users\/4"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/consultingquest.com\/fr\/wp-json\/wp\/v2\/media\/48351"}],"wp:attachment":[{"href":"https:\/\/consultingquest.com\/fr\/wp-json\/wp\/v2\/media?parent=43659"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}