How much value is already in your operations?
JMF Europe helps CEOs and CFOs identify and realise savings potential in external costs — for example logistics, waste, energy, cleaning, telecom, packaging and service agreements.
The first step is a 15-minute Teams meeting where we assess whether any cost category is worth exploring further.
No preparation needed. Sometimes the conclusion is that there is no reason to go further — and it is good to know that quickly.
What happens during the first 15 minutes?
Which costs, contracts or changes are most relevant right now?
Is there any cost category worth looking into more closely?
Together we decide whether there is reason to go further.
No material needs to be sent before the meeting.
Cost optimisation first – support when the issue is broader.
External costs are the starting point. When costs and ways of working are connected, an assignment may also include operational efficiency, business advisory and governance.
From initial assessment to verified results.
The work is narrowed down step by step. We start where the potential appears most relevant and only proceed when there is a clear reason to do so.
- 01Scope
Which cost category or issue is most relevant to investigate?
- 02Analyse
Contracts, invoices, volumes and market conditions provide the basis for assessing the potential.
- 03Implement
Where potential exists, we support negotiation, decisions and practical implementation.
- 04Verify
The impact is followed up so the result can be measured in actual costs.
Cost categories vary – the approach is the same.
Different businesses have different cost structures. The important thing is to start where the cost and potential for improvement are most relevant.
Logistics, energy, waste, packaging, facility services and other indirect purchasing.
Energy, cleaning, waste, security, service contracts and property-related services.
Vehicles, transport, third-party logistics, telematics, tyres, fuel and servicing.
Transport, cleaning, packaging, waste, payments, marketing and in-store services.
Machinery, fuel, waste, transport, security, telecom and indirect project costs.
Particularly relevant when indirect costs are spread across several people with no clear internal owner.
Results that show on the bottom line
The case studies below were delivered by ERA Group. JMF Europe is a consultant within ERA Group and works with the same methodology and cost categories.
Michael Flodin is responsible for client dialogue and coordinates the assignment. When specialist expertise is needed, relevant expertise from ERA Group is brought in.
Practical perspectives on costs, contracts and efficiency.
When is an external cost analysis actually worth doing?
Not every cost needs to be reviewed. The important question is which external cost categories are actually worth analysing more closely.
10 external costs companies often fail to reassess
Many external costs continue year after year even though the business, the usage and the supplier market have changed. These are ten areas that are regularly worth reassessing.
How companies reduce indirect costs
Indirect costs are often spread across several functions with no clear owner. A structured method makes it possible to prioritise the right categories and realise improvements where potential genuinely exists.
The things we get asked — before the first meeting.
Propose a time for a first 15-minute Teams meeting.
We briefly look at which external costs are most relevant and decide together whether any category is worth exploring further. No preparation needed.