{"id":19157,"date":"2026-04-14T06:53:16","date_gmt":"2026-04-14T06:53:16","guid":{"rendered":"https:\/\/mulberri.com\/?p=19157"},"modified":"2026-04-14T11:35:12","modified_gmt":"2026-04-14T11:35:12","slug":"procurement-is-the-fastest-ebitda-lever-available-to-pe-firms-and-portfolio-leadership-teams","status":"publish","type":"post","link":"https:\/\/mulberri.com\/es\/private-equity-value-creation\/procurement-is-the-fastest-ebitda-lever-available-to-pe-firms-and-portfolio-leadership-teams\/","title":{"rendered":"Procurement Is the Fastest EBITDA Lever Available to PE Firms and Portfolio Leadership Teams"},"content":{"rendered":"

Turning Procurement into EBITDA \u2014 and Why More Firms Should Be Doing It<\/em><\/strong><\/p>\n

A Question for Every Operating Partner<\/h2>\n

You\u2019ve got a portfolio of companies. Each one spends 60\u201380% of revenue on goods and services. Most have no procurement function, no spend analytics, and no visibility into what they\u2019re actually paying their suppliers.<\/p>\n

How is that not on the 100-day plan?<\/em><\/strong><\/p>\n

Every operating partner knows the EBITDA arithmetic has shifted. Bain\u2019s 2026 Global Private Equity Report calls it \u201c12 is the new 5\u201d \u2014 portfolio companies now need 10\u201312% annual EBITDA growth to deliver a 2.5\u00d7 return. With borrowing costs at 8\u20139%, leverage ratios compressed, and exit multiples flat, the margin for error on value creation has never been tighter.<\/p>\n

Yet the largest cost line in the P&L \u2014 procurement spend \u2014 routinely sits below revenue growth, pricing, and headcount rationalization in the priority stack. Not because it doesn\u2019t work. Because it\u2019s not in the operating partner\u2019s playbook.<\/p>\n

This article is a challenge to change that.<\/p>\n

The Three Objections \u2014 and Why None of Them Hold Up<\/h2>\n

We hear the same reasons from operating partners and portfolio CEOs. Let\u2019s put them on the table and take them apart.<\/p>\n

\u201cWe don\u2019t have the data to make the case\u201d<\/h3>\n

That\u2019s the symptom, not the excuse. A spend assessment takes less than a week, costs nothing, and typically reveals that portfolio companies are overpaying by approximately 20% versus market rates. The data exists in your AP system \u2014 it just hasn\u2019t been classified, benchmarked, or acted on. In its current state, it\u2019s what we call \u2018dirty data\u2019, so you can\u2019t see detail and you don\u2019t trust it.<\/p>\n

This is the gap between large enterprise \u2014 which has capable procurement teams, spend analytics, and sourcing tools \u2014 and the mid-market, which has none of these. Large enterprise routinely controls and optimizes spend to generate EBITDA and competitive advantage. Your portfolio companies are leaving that value on the table because nobody has looked.<\/p>\n

\u201cIt\u2019s not big enough to move the needle\u201d<\/h3>\n

This is the misconception that does the most damage. Spend on goods and services typically accounts for 60\u201380% of a portfolio company\u2019s revenue. If you manufacture something, your spend on materials will be high \u2014 which is obvious to most \u2014 but a tech business also has significant spend, typically on professional services and other technology. Yet this spend is rarely scrutinized with the same rigor.<\/p>\n

At an 8\u00d7 EBITDA multiple, every $1M in procurement savings creates $8M in enterprise value<\/strong>. On every $10M of addressable spend, we routinely deliver $800K\u2013$1.5M in verified annual savings. That\u2019s not marginal \u2014 that\u2019s the single highest-return and fastest lever available during the hold period.<\/p>\n

When you\u2019re ignoring the largest cost line in the P&L, you\u2019re not being conservative. You\u2019re leaving material EBITDA on the table. It\u2019s that simple.<\/p>\n

\u201cWe tried a GPO or consultants \u2014 it didn\u2019t work\u201d<\/h3>\n

Of course it didn\u2019t. And here\u2019s why.<\/p>\n

Traditional GPOs <\/strong>cover low-complexity indirect categories \u2014 office supplies, breakroom, basic MRO \u2014 representing perhaps 10\u201320% of addressable spend. They don\u2019t touch professional services or direct spend, offer no technology platform, and provide limited, if any, spend analytics. They are reliant on suppliers to report spend volumes and fund their rebate fees. The traditional GPO model is more than 100 years old. And it shows.<\/p>\n

Building an internal procurement function <\/strong>means hiring a head of procurement, sourcing analysts, and category managers. It\u2019s a $300K\u2013$1M annual commitment before any savings materialize, and it takes 12\u201318 months to ramp. It\u2019s difficult to attract top procurement talent into an SMB \u2014 experienced professionals gravitate towards large corporates. And any new team will want procurement tools, which you then need to buy, implement, and maintain \u2014 compounding the cost before a single dollar is saved. For a $40M to $1B revenue business in a PE hold period, that timeline alone is fatal.<\/p>\n

Consultants <\/strong>are a pricey option \u2014 only viable when the spend is complex and large enough to justify the outlay, which is why they tend to only work with very large portcos. A good consultant will deliver gains, but they don\u2019t deliver any tools such as analytics and digitized processes, so benefits are rarely sustained and dissipate rapidly once they\u2019re off the clock.<\/p>\n

Amazon Business <\/strong>solves a convenience problem. It covers a few generic indirect categories with no compliance enforcement, no sourcing capability, and no visibility into total spend.<\/p>\n

None of these options address the full scope of spend, which is precisely where the material EBITDA gains exist.<\/p>\n

What the Firms Getting This Right Actually Do<\/h2>\n

The firms generating 3+ additional EBITDA points from procurement aren\u2019t doing anything exotic. They\u2019ve simply made procurement a first-order value creation workstream \u2014 alongside revenue and pricing \u2014 instead of an afterthought. Here\u2019s what separates them.<\/p>\n

They start with spend visibility. <\/strong>Top performers conduct a rapid spend assessment within the first 100 days, classifying spend by category and benchmarking against market rates \u2014 and across the portfolio. Then they address the savings potential, hard and fast. Most portfolio companies share common spend categories \u2014 SaaS, IT hardware, packaging, freight \u2014 yet these are rarely benchmarked or leveraged. The equivalent of 2 EBITDA percentage points sits unclaimed in every portco.<\/p>\n

They leverage portfolio buying power. <\/strong>A single $30M\u2013$250M revenue portfolio company has limited negotiating leverage. Aggregate that spend across five or ten portfolio businesses and the economics change fundamentally. Leading firms treat procurement as a portfolio-level capability, not a company-by-company afterthought.<\/p>\n

They digitize the purchase-to-pay process. <\/strong>Manual requisitioning, email-based approvals, and spreadsheet tracking are the norm at most SMB portfolio companies \u2014 fraught with risk. Digital procurement platforms reduce purchase-to-pay costs by 30% or more, enforce compliance with negotiated contracts, and provide the spend intelligence that sustains savings beyond the initial sourcing events.<\/p>\n

They choose outcomes over software ownership. <\/strong>Enterprise procurement platforms from the likes of Coupa, SAP Ariba, and Ivalua are built for Fortune 100 businesses and priced accordingly. They cost 10\u00d7 more than an SMB portfolio company can justify. Leading firms are instead adopting outcome-based models \u2014 where savings fund the service \u2014 rather than sinking capital into technology that takes 12\u201318 months to deliver results.<\/p>\n

The Only Lever That\u2019s Entirely Internal<\/h2>\n

Consider what makes procurement unique. Every other value creation lever has a cost that goes beyond money.<\/p>\n

\"Procurement

Unlike traditional revenue and operational levers, procurement delivers fast, low-risk EBITDA gains without impacting customers, capacity, or requiring capital investment.<\/em><\/p><\/div>\n

No customer sees it. No product changes. No service disruption. No restructuring. A dollar saved on goods and services flows directly to the bottom line.<\/p>\n

The Numbers That Should End the Debate<\/h2>\n

Consider a real-world example. A $100M revenue portfolio company with 10% EBITDA margins and $60M in annual spend on goods and services.<\/p>\n

\"Procurement

Procurement savings can deliver 2\u20133 percentage points of EBITDA uplift, translating into millions in enterprise value through sourcing, automation, and spend optimization.<\/p><\/div>\n

These are conservative assumptions. Across 38 sourcing phase 1 events spanning three portfolio companies and $30M of addressable spend, verified savings averaged 10% \u2014 delivering $3M in annual savings. That\u2019s a savings run rate of $250K a month.<\/p>\n

Categories ranged from specialist components and resins to freight, packaging, and MRO. Of the $60M spend in this example, 70% or more is addressable, so you can imagine the multiples. The mechanisms range from introducing competition and switching suppliers on commodity categories, to partnering with strategic suppliers on more complex spend to mutually reduce delivery costs.<\/p>\n

A one-size traditional GPO approach only works for simple commodity purchases, which is why a differentiated approach combining elements of what works from the traditional GPO with embedded managed sourcing services to address higher-value spend is required. Before, you might have employed consultants to hit more complex spend, but we\u2019ve solved this with a blended platform we call eGPO.<\/p>\n

The Operating Partner\u2019s Call to Action<\/h2>\n

The question isn\u2019t whether procurement can create EBITDA value. The evidence is overwhelming that it can. The question is: what\u2019s your excuse for not doing it?<\/em><\/strong><\/p>\n

If you don\u2019t have visibility of spend \u2014 that\u2019s solvable in days. If you think it\u2019s too small \u2014 you haven\u2019t looked at the numbers. If you\u2019ve tried a GPO and it didn\u2019t work \u2014 you tried the wrong model.<\/p>\n

Procurement optimization is low-risk, self-funding, fast to deploy, and \u2014 critically \u2014 wholly invisible to customers. It doesn\u2019t compete with revenue growth or pricing strategy; it complements them. A firm that pulls the procurement lever alongside its other commercial levers creates a compounding EBITDA effect that accelerates the path to exit.<\/p>\n

Leading PE firms have already figured this out. They understand that procurement savings are run-rate: the sooner you start, the longer the savings compound through the hold period.<\/p>\n

The rest are leaving enterprise value on the table. Every quarter you wait is a quarter of savings you don\u2019t get back.<\/strong><\/p>\n

Start with a Spend Assessment: <\/em>Share your spend data<\/a> and we\u2019ll show you the savings potential \u2014 at no cost and no commitment.<\/em><\/strong><\/p>\n

Sources: Bain \u2018Welcome to a New Era\u2019 Global PE Report (Feb 2026); Claymore Partners \u2018The Gathering Storm\u2019 (Mar 2026); Mulberri client data.<\/em><\/p>","protected":false},"excerpt":{"rendered":"

Turning Procurement into EBITDA \u2014 and Why More Firms Should Be Doing It A Question for Every Operating Partner You\u2019ve got a portfolio of companies. Each one spends 60\u201380% of revenue on goods and services. Most have no procurement function, no spend analytics, and no visibility into what they\u2019re actually paying their suppliers. How is […]<\/p>\n","protected":false},"author":1,"featured_media":18604,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[80],"tags":[],"class_list":["post-19157","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-private-equity-value-creation"],"yoast_head":"\nProcurement EBITDA for Private Equity: Unlock Fast Value<\/title>\n<meta name=\"description\" content=\"Learn how procurement optimization drives fast EBITDA growth in private equity portfolios. 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