Procurement & Supply Chain Negotiation
Suppliers negotiate every detail
The Kennedy Negotiation Model is the only fully evidence-based negotiation methodology in the market.
It equips procurement and supply chain teams to avoid the costly error of focusing solely on immediate price reductions without capturing overall supplier value. By explicitly structuring supplier negotiations, defining reciprocal commitments clearly, and ensuring disciplined trade-offs, the model transforms procurement negotiations into strategic supply chain partnerships.
Your Roadmap to profitable outcomes
We bring decades of practical know-how to deliver real value, from strategy to the frontline. Here’s how we help you win:
Operational Negotiation – How Operational Negotiation Weakness Is Bleeding Your Profits
"Every pound saved is vital, yet our operational talks falter," a COO lamented
The evidence is clear:
Money saved through better negotiation appears immediately on your bottom line.
Operational Negotiation Learn More
The Solution: Streamlined Operations Through Strategic Negotiation
We empower your teams to transform operational negotiation from a cost center into a profit driver. We assist in planning, strategizing, and executing operational negotiations, identifying the right negotiators, and building high-performing teams. By deploying the Kennedy negotiation methodology, you’ll achieve:
- Savings Captured Directly: Secure significant supply chain and contract savings, achieving $5-10 million in reductions annually (client data) that enhance profitability instantly. Our systematic approach also ensures strong supplier relationships.
- Risk Controlled Accurately: Minimize operational disruptions and ensure compliance. Our disciplined framework delivers 10-12% efficiency gains (McKinsey, 2023) and robust continuity.
- Efficiency Enhanced Decisively: Strengthen cross-functional alignment and eliminate inefficiencies. Our proven methodology secures operational resilience.
Exactly how much is poor negotiating behaviour costing you? We can tell you
You don’t control cost with contracts. You control it with negotiation.
Procurement and supply chain are not administrative functions. They are deal-making functions—repeatedly exposed to pressure, complexity, and risk. And while systems can automate process, they can’t negotiate outcomes.
Procurement teams need more than category plans—they need the skill to defend value, trade well, and close on terms that stick. Supply chain teams need more than escalation paths—they need the confidence to negotiate for timelines, specs, service levels, and continuity, especially under stress.
We train both functions to prepare with discipline, negotiate with control, and push back without triggering stand-offs. Because what’s signed on paper is only as strong as the person who negotiated it.
If your team can’t negotiate for it, you don’t really have it.
Because in procurement, sustainable cost-efficiency isn’t achieved by accident. It’s negotiated.
Here are the facts: fifty-five percent of a typical company’s revenue goes back out the door to suppliers. In some organizations the number is even higher. And any savings from better supplier negotiations fall immediately to the corporate bottom line.
Many procurement teams overly prioritize immediate price cuts, neglecting overall supplier performance, reliability, or innovation, resulting in hidden costs, supply disruptions, and compromised product quality.
Suppliers negotiate every detail. The mistake is negotiating solely on price without securing delivery reliability, quality, or innovation
Traditional purchasing models, which focus primarily on adversarial cost negotiation, don’t work in this new environment, The Kennedy Negotiation Model systematically aligns procurement negotiations around value creation rather than pure cost-cutting. It ensures reciprocal trades and disciplined concessions tied explicitly to supplier commitments and measurable long-term performance metrics.
Business Benefits of Kennedy Negotiation Training
Traditional purchasing models, which focus primarily on adversarial cost negotiation, don’t work in this new environment, The Kennedy Negotiation Model systematically aligns procurement negotiations around value creation rather than pure cost-cutting. It ensures reciprocal trades and disciplined concessions tied explicitly to supplier commitments and measurable long-term performance metrics.
What you’ll achieve
- Build value-based supply agreements beyond price pressure.
- Align price concessions with supplier commitments on quality, delivery, or innovation.
- Apply the Kennedy red/blue/conditional model to optimize supplier relationships.
- Reduce risk by linking terms to long-term partnership accountability.
