See how much your direct spend is hiding.
Negotiation alone caps out near 3% of spend, the rest sits behind the engineering wall. Six quick steps size what is recoverable from your parts, specs and sourcing, benchmarked on industrial field data.
≈ 2 minutes · nothing stored until you ask for the reportWhere do you manufacture?
How big is the operation?
How much of your spend is competitively sourced?
Spend that saw a real competitive event in the last cycle: not renewals, not single-source rollovers.
Do you know what share of your savings target needs no engineering change?
Price recovery you could capture with specs untouched: this sets your should-cost lever.
In released specs, can you separate what is required from what was inherited?
Functionally required vs copied, legacy, or supplier-written: this sets your design-to-value lever.
“Only we can make this.” Can you verify it?
Checking a supplier’s claim without a slow manual market search: this sets your sourcing-coverage lever.
Your three answers position each lever inside its industry band.
≈ €0 / year of buyer time, reported separately, never mixed with hard savings.
Share of spend competitively sourced. That gap powers your coverage-uplift lever.
Bring one part family. We map it to should-cost and show the next action.
Indicative range, deliberately conservative, capped at 12% of addressable spend. How we compute this ↓
Why the margin is still there.
None of this is hypothetical. Patterns from 130+ conversations with industrial procurement and engineering teams: the structural reasons savings survive every cost-out program.
Field tallies from 130+ prospect and co-build conversations with 40+ industrial organizations, April 2025 to June 2026. A pattern count from real discovery work, not a statistical survey.
Four levers. One defensible number.
The model decomposes savings into levers that map one-to-one onto what Parsio does. Levers act on disjoint spend bases, so nothing is counted twice, and hard savings are never conflated with reclaimed capacity.
Should-cost price recovery
S₁ = A × c × p₁ Overpriced parts renegotiated with should-cost models built from your specs. Applied only to spend already under management, to stay conservative.
Sourcing-coverage uplift
S₂ = A × (t − c) × p₂ Maverick and unmanaged spend brought under competitive sourcing, closing the gap from your coverage to a conservative 85% target.
Design-to-value
S₃ = A × p₃ Tolerance relaxation, material substitution and part consolidation. Over-engineering surfaced from reading your drawings.
Reclaimed capacity
FTE × 1,600h × auto% Buyer hours returned by automation, valued at €55/h loaded cost. Reported separately: capacity is not cost-out.
Deliberately conservative. Your three capability answers position each lever inside its industry band, mature capabilities shrink the estimate, blind spots widen it. Ranges come from running the model at the band edges, hard savings are capped at 12% of addressable spend, and estimates are directional, not audited.