A procurement team preparing a common supplier process.

SOURCING FORCE TALENTS · BME CONSULTING

Outsourced procurement administration. Keep service decisions visible.

Review the processing of professional-service purchases around the business need, order, supplier evidence, acceptance and invoice. Identify decisions retained by your teams and detail the common process must preserve.

Mapped purchasing stages
Defined responsibilities
Assignment-level detail

Discuss my procurement scope ↗For Procurement teams →

TALENTS PRACTICAL GUIDE

Which scope should you prepare?

Present agreements, evidence, orders and invoices to organise for entrusted purchases. Identify decisions that remain with operational teams and information the process must retain per service. “Outsourced procurement” can describe different offers; Talents concerns coordination of selected independent-service purchases, not an assertion that every procurement function or local legal obligation is transferred to BME.

BME CLIENT EXPERIENCE

Professional services already entrusted to BME.

01 · PREPARING YOUR DECISION

Map the stages of your purchase.

Follow a service from need to payment: specialist selection, expected result, order preparation, evidence, acceptance and invoice. Note contacts and references used at each stage. This identifies the information needed for the dossier to move forward without reconstructing context from many messages. Distinguish a request, approved order and actual assignment start.

For several freelancers, separate common rules from specific needs. Training, creative work and technical projects may use different acceptance criteria. Their administration can be coordinated while preserving service-specific data and the responsibilities of the teams following them. Countries and actual work location also matter to evidence and any relevant status review.

For Procurement For managers

01Your project

Chosen client and service

02BME review

Scope and responsibilities

03Agreements and evidence

Relevant preparation

Service approval and invoicingA process agreed with the client and provider

02 · PREPARING YOUR DECISION

Define what the common process must retain.

Keep provider, service, period, value and order reference visible. Identify documents to follow and the person confirming completed work. Purchases entrusted to BME remain readable for the manager and Finance reconciliation. A common supplier record should improve traceability rather than hide the underlying assignments or responsible people.

Vigilegal is integrated with Sourcing Force by API for document follow-up. Present requirements, countries and structures to prepare the dossier. The first public exchange establishes your organisation’s context; it should not contain sensitive documents or confidential provider and project detail. Country-specific requirements must be identified for the actual service rather than copied from a generic global checklist.

The Vigilegal process For Finance

A procurement team reviewing supplier-process stages.

03 · PREPARING YOUR DECISION

Review internal costs and commercial conditions separately.

The supplier calculator estimates creation and annual maintenance from your volumes, task times and loaded hourly costs. It supports discussion of administrative work and does not measure savings already achieved. Compare the tasks to entrust with those retained, then examine the commission in BME’s proposal on a consistent scope. Avoid adding expenses already included in hourly costs.

BME’s commission is 3–8% of service value depending on volume and client terms. There is no minimum or maximum assignment number. Prepare specialists, countries, periods and order rules to review the purchases to centralise. Onboarding and actual start remain different steps. Applicable restrictions and the dossier’s requirements are considered before the parties agree the arrangement.

Estimate supplier costs Present an assignment

Already selected a specialist or a service scope?

Discuss my procurement scope ↗

YOUR QUESTIONS

Your practical questions.

Does one supplier replace managers’ decisions?

Managers define needs, expected outputs and acceptance. BME’s supplier relationship coordinates entrusted purchases, agreements, administration and invoicing. Responsibilities should remain clear in the common process. Present operational decisions and approvals so they can be connected with administrative stages. Relevant local-law responsibilities must be identified separately; consolidation does not automatically transfer every duty or determine the selected specialist’s status.

How should we prepare a first scope?

Choose services to examine and gather available provider, country, period, value and order information. Identify Procurement, Finance and assignment owners. All business sizes and values can enquire. The commercial team clarifies arrangements for entrusted purchases. Keep the summary non-confidential and distinguish known facts from open questions. Countries, actual work location and client entity help identify any dossier-specific legal, tax or operational review.

Does the calculator prove we will save money?

No. It uses your assumptions about time, volumes and loaded hourly costs to estimate internal administration, including creation and annual maintenance. It does not compare a verified historical baseline or guarantee future savings. The result prepares discussion. Service scope, commission and commercial conditions are examined separately; compare consistent tasks and avoid double counting before drawing a budget conclusion about your organisation.

YOUR NEXT PROJECT

Your selected specialists. One supplier to organise the purchases.

Present the assignment, provider and preferred timetable. BME reviews commercial coordination, document follow-up and invoicing for the entrusted scope with you.

Discuss my procurement scope ↗