Online Webinars
Webinar recording: Five strategic projects in three months - How IPR is rethinking Procurement with Tacto
How can Procurement be strategically reorganized in just three months? In the webinar "How IPR is rethinking Procurement with Tacto", Sascha Wölffle (Head of Procurement, IPR) and Simon Schaub (Customer Development, Tacto) show how IPR - Intelligent Peripherals for Robots - has made the transition from manual processes to a data-driven procurement organization. The result: more transparency, clear structures and a Procurement organization that now operates much more efficiently.
The initial situation - growth, complexity and scattered information
As a medium-sized mechanical engineering company, IPR is constantly growing - new projects, more suppliers, increasing requirements. But as it grew, so did the complexity: data was stored in different systems, documents were maintained manually and evaluations took a lot of time. The aim was to standardize processes, create transparency and focus more on strategic issues.
The approach - five initiatives with clear objectives
In order to make Procurement more efficient and data-driven in the long term, IPR defined five initiatives that were implemented within a few weeks - each with a significant impact on structure, transparency and control capability.
- Supplier onboarding & self-disclosure
IPR wanted to record supplier information centrally and standardize the onboarding process. Instead of scattered e-mail communication, master data, compliance information and documents were bundled in a uniform structure - as a basis for transparency and traceability.
- Document management & compliance security
In future, certificates, evidence and audit documents were to be monitored automatically, stored centrally and documented in a version-proof manner. This created a stable basis for audits, sustainability requirements and internal review processes.
- Supplier evaluation & performance transparency
The aim was to make performance, quality and risk objectively comparable. Thanks to a standardized evaluation logic, IPR was able to create comprehensive transparency across its supplier base - and specifically identify development potential.
- Product group strategies & market transparency
IPR wanted to continuously analyze price and volume developments in order to identify market trends at an early stage. This turned retrospective analysis into forward-looking management - with data-based decisions on conditions and volume bundling.
- AI-supported analyses & potential recognition
The use of AI should make hidden savings potential and anomalies in heterogeneous Categories visible more quickly. This gave Procurement new insights that were almost impossible to achieve with manual analysis.
These five projects formed the foundation for a Procurement that now works in a structured and data-oriented manner.
The impact - Procurement as a strategic unit
The results show how Procurement has repositioned itself at IPR in a short space of time:
- Central database: Supplier, price and compliance data is now consistent, up-to-date and centrally accessible.
- Analyses at the touch of a button: key figures and trends can be evaluated in minutes - without manual maintenance or dependency on Excel.
- Stronger control: Procurement acts as an interface between technology, quality and management - with clear roles and reliable information.
Tacto serves as a platform on which all relevant data points converge - as an operational tool and strategic basis at the same time.
Conclusion - From process to control
The example of IPR shows that structural transformation in Procurement is not a question of size, but of clarity. With five projects in just three months, IPR has developed Procurement from operational processing to strategic management - data-based, transparent and future-oriented.
In the webinar, Sascha Wölffle (IPR) and Simon Schaub (Tacto) report on how this reorientation was successful, which priorities were decisive - and how IPR is now establishing Procurement as a real value driver.
