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Size the value on your own numbers

Add five numbers you already know, then choose how much sourcing you would run through FlockScore. Everything below is based on your figures, with the conservative case first.

How much of your sourcing would go through FlockScore?

Start small if you want. In many cases, one category is enough to cover the annual fee.

At 25%, FlockScore supports €4.5m of the spend you take to market, while monitoring all 600 suppliers.

Moves with the dial. You still run the sourcing events and negotiations. FlockScore helps you get credible alternatives on the table before the event starts.

Subtotal
€176k to €350k
A credible alternative with performance history creates more competitive tension than simply going back to the incumbent. Benchmarks show competitive events landing 10 to 20% below historical price, with incumbents winning around half. We count only half of that effect because the negotiation is still yours.€13.2m sourced, 25% through FlockScore, 4 to 8% price effect
€132k to €264k
Some categories stay with the incumbent because finding and checking alternatives takes more work than the potential saving justifies. A scored shortlist reduces that effort and makes more of that spend practical to source. We only count part of the potential value because you still decide which events to run and execute them.€4.8m reachable, 25% through FlockScore, 6 to 12% saving at 50% realisation
€36k to €72k
FlockScore removes much of the supplier finding and long-listing work. The shortlist comes with certificates and performance history already attached. Your team still evaluates and qualifies suppliers, it just starts further ahead.3 FTE, 15% finding (50 to 80% released) and 30% evaluating (20 to 40% released): about 22 to 40 person-days
€8k to €14k

Industry benchmarks put the cost of poor quality at 10 to 15% of operations, with around a fifth linked to suppliers. For you, that is roughly €840k. Around 40% of that sits with suppliers where our network is already seeing problems, giving €336k of addressable cost. We model a 15 to 35% reduction on that part only.

€50k to €118k

McKinsey estimates a month-plus disruption around every 3.7 years, with a prolonged production shock costing 30 to 50% of annual EBITDA. Applied to your figures, that is €486k to €811k of annualised exposure. Peer data can surface problems earlier and give you known alternatives when something fails. We model a 10 to 25% reduction.

€49k to €203k
Estimated annual valueAt steady state, once each category has been through the process once. Conservative case first.
€275k to €670k
Share of external spend
0.9%Upper end: 2.2%. As a sense check, 1 to 2% of external spend is a normal result for a sourcing programme.
Conservative caseUpper end

Take this away

Enter your work email and we send your figures, workings and sources as a PDF you can share internally.

How pricing works

Annual subscription, priced on the size of your supplier base and the features you need. Contributing your own supplier scorecards reduces the fee. We scope the exact figure with you on a call.

Book 30 minutes

What the model is based on

The model uses your five figures, performance signals from manufacturers in our network, and six independent benchmarks: APQC, ASQ, McKinsey, Deloitte, Ardent Partners and peer-reviewed procurement research. Where a benchmark gives a range, we use the low end. Some value can overlap across the lines, so each is discounted rather than counted in full.

Sources
  • CAPS Research (Arizona State and ISM): competitive events come in 10 to 20% below historical prices, and incumbents win only about half the events they are challenged in.
  • Matilla-García and Vega, Applied Economics 57(40), 2025: each additional bidder lowers the price by 2.1%, and an open rather than restricted procedure by 9.9%.
  • Ardent Partners: 44% of addressable spend actively sourced on average, around 60% for best in class, and 6 to 12% returned on each additional euro brought under management.
  • ASQ: cost of poor quality typically 10 to 15% of operations.
  • McKinsey Global Institute, Risk, resilience and rebalancing in global value chains: disruptions lasting a month or longer every 3.7 years, and a single prolonged production shock costing 30 to 50% of one year's EBITDA.
  • Deloitte 2025 Global CPO Survey: 74% of CPOs put maintaining active alternative sources ahead of every other risk response. APQC Open Standards Benchmarking: median sourcing event takes 60 days end to end.
Indicative only, at steady state. Sourcing value assumes awarded prices hold for the contract term. Savings are not guaranteed.