How Did Goodyear, Timken and Kimberly-Clark Control Spending?


With greater pressure than ever to do more with less, business leaders are continually looking for solutions to cut costs and improve efficiencies. Companies like Kimberly-Clark and Goodyear recognize that they spend billions of dollars on non-strategic materials and services, such as maintenance of manufacturing equipment, logistics, marketing services, travel and entertainment, office supplies and telecommunication services and equipment. Responsibility for managing these non-core areas of spending is often fragmented across multiple departments, potentially leaving millions of dollars on the table. Increasingly, industry leaders charged with meeting business unit or division level P&L goals are engaging outside specialists to help them manage these areas of spending and drive significant savings.


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