Fifteen categories of non-payroll spend, priced years ago and renewed ever since without anyone testing the market. Put a number on yours, then decide whether it is worth a conversation.
Savings achieved in individual ERA manufacturing engagements. What your own contracts hold depends on your suppliers, volumes and terms.
ERA Consultants performed all the work. When staff time was needed, I figure we saved nearly $4,000 for every hour we invested.TCS Industries · Albuquerque, NM
ERA identified significant savings while preserving the excellent service we have enjoyed with our incumbent suppliers.Royce Associates · New Jersey
Renewal notices arrive with the increase already written on them. Somebody signs, because the alternative is opening a category nobody has time to open, against a supplier nobody has a reason to doubt.
Then it compounds. Three quiet renewals later the line sits well above what the same contract would cost signed fresh today.
Finance signs the invoice, operations uses the service, IT specified the kit, facilities set the schedule. Each decision was sensible on the day it was made.
What nobody holds is the sum. Non-payroll spend is rarely reviewed as one number, which is exactly why it drifts without anyone noticing.
Your team is not short of capability. They are short of current market pricing across forty categories at once, which is a full-time job and not the one they were hired for.
That is the whole gap. Not diligence, not negotiating skill. Knowing what the market charges this quarter, in each category, for a company your size.
Non-payroll spend is usually the largest cost base a leadership team has never walked line by line. This shows which lines are still earning their price, and which stopped years ago.
Vendor concentration, tail spend, run rate and seasonality, built from an export your accounting system already produces. No new software and no project for your team.
Most of the recovery comes from better terms with incumbents. Same parts, same service levels, a price that matches what the market charges today.
Twelve months of your own ledger, read by people who price these categories every week. It comes back as an executive readout, not a data dump.
Your largest suppliers, how many sit in the long tail nobody watches, and how spend shifts between sites and months.
Charts that say which supplier and pricing moves are realistic this year, rather than a spreadsheet nobody opens twice.
Which categories to open first, and just as usefully, which ones would quietly consume a quarter for very little.
Run the findings in-house, or have ERA execute on contingency, paid only out of savings that actually land.
Sixty seconds, an instant range, and nobody rings you afterwards. You can stop here and nothing follows.
General ledger or accounts payable export. No payroll. Card statements only if you happen to have them handy.
Your SpendVue™ report inside [30] days, walked through with your leadership team in one meeting.
Act on it yourself, or have ERA execute on contingency. No obligation either way, and no fee unless savings land.
For AZTC members, yes. Nothing is owed for the assessment and nothing obliges you to work with ERA afterwards.
Twelve months of general ledger or accounts payable detail. No payroll and no employee records.
One export from your accounting system, and one meeting to walk through the findings. The reading happens on our side.
Yes. your information confidential and never disclose it without your written consent.
ERA works on contingency, paid only out of savings that are actually achieved. If nothing lands, nothing is owed.
Enter what you spend a year in as many of the fifteen categories as you can remember, leave the rest blank, and read the ranked estimate. Nothing is sent anywhere unless you ask for the report.
Estimates only, shown before fees, and never a quote. Ranges come from ERA's historical client results and are not a projection for your company.