A Practical, Proactive Approach

By Brett Simpson and Jordan Sellers

Strategic sourcing is often described as a structured, multi‑step process. But in practice, what matters most isn’t the framework, it’s how that framework is applied to real‑world sourcing challenges.

At its core, strategic sourcing helps organizations reduce risk, improve cost competitiveness, and streamline supplier management. When done right, it also removes friction for internal teams that don’t have the time, tools, or resources to manage every sourcing decision in‑house.

This article walks through how strategic sourcing actually works, how it differs from traditional procurement, and how a flexible, experience‑driven approach can solve both big and small sourcing problems including low‑volume, high‑complexity parts many teams struggle to place.

What Are the Steps in the Strategic Sourcing Process?

Industry content often summarizes strategic sourcing with high‑level steps like spend analysis, market analysis, supplier evaluation, and continuous improvement. Those steps are directionally correct but they don’t reflect how sourcing decisions are made day to day at Group O.

Here’s how our real‑world strategic sourcing process works once an opportunity comes in.

1. Opportunity Intake & Documentation Review
Strategic sourcing starts with clarity. Before pricing or supplier selection happens, all available information is reviewed to ensure the opportunity can be evaluated properly.

This includes prints, models, specifications, quality requirements, historical context, and the reason the part is being sourced or re‑sourced. That upfront learning curve is critical. Without it, cost, quality, and timeline risks multiply later in the process.

 
2. Manufacturing Method & Supply Strategy Evaluation
Once requirements are confirmed, the team evaluates manufacturing methodology first, not just supplier availability.

From there, quantity, complexity, and regional considerations are reviewed to determine whether there is a strategic advantage to domestic, nearshore, or global sourcing. This step often uncovers opportunities to improve cost, material selection, or even part design.
 
3. Supplier Engagement & Quoting
Quotes are requested from pre‑vetted suppliers aligned to the selected manufacturing approach. Because supplier relationships are already established, this phase moves quickly without forcing the customer to manage outreach, follow‑ups, or comparisons.

 
4. Quote Review & Customer Recommendation
Before anything is shared externally, quotes are reviewed to confirm they meet technical, quality, and commercial requirements.

Only then is pricing passed along - with context, not just numbers - so customers can make informed decisions without sorting through supplier data themselves.

What Makes This Approach Different?

Strategic Sourcing Without Boundaries: Many sourcing teams limit themselves by volume thresholds, preferred categories, or internal constraints. We don’t.

Our ability to source across a wide range of manufacturing methods, materials, and geographies — regardless of part volume — is a key differentiator. That flexibility has allowed customers to consolidate more sourcing work under one partner instead of spreading it across multiple suppliers.

The “Easy Button” Experience: Traditional procurement often requires internal teams to manage supplier lists, compare quotes, troubleshoot issues, and chase timelines.

Our goal is to remove that friction entirely. Behind the scenes, that means supplier vetting, process evaluation, communication, and issue resolution are all centralized, especially valuable for parts that are low volume, high complexity, or simply not worth internal time.

How Strategic Sourcing Reduces Risk

Risk in sourcing isn’t limited to supplier failure. Often, the biggest risk is doing nothing at all.

Strategic sourcing reduces risk by:

 • Supporting dual‑sourcing strategies for higher‑volume or higher‑exposure parts
 • Continuously vetting new suppliers before a disruption occurs
 • Maintaining global competitiveness by understanding what’s available beyond the current supply base
 • Identifying opportunities for cost, quality, or design improvements before issues escalate
 • Rather than reacting to problems, strategic sourcing creates a proactive path forward.

Strategic Sourcing vs. Traditional Procurement

Traditional procurement is often designed to execute purchases efficiently. Strategic sourcing is designed to improve how those purchases are made in the first place.

Real‑World Examples of Strategic Sourcing in Action

Strategic sourcing isn’t theoretical. It delivers results across very different types of challenges.

Each demonstrates how a flexible, experience‑driven sourcing approach can solve problems others often avoid.

Strategic Sourcing Should Feel Simple

Done well, strategic sourcing doesn’t add complexity. it removes it.

When customers know exactly where to go when a sourcing challenge appears, decisions happen faster, risks drop, and internal teams stay focused on what matters most.

That’s the goal. Make sourcing easier, no matter the size, scope, or complexity of the ask.

About the Author

Brett Simpson is a strategic sourcing and procurement professional at Group O, where he has supported customers since 2022 by solving complex manufacturing and supply chain challenges. With a background spanning strategic sourcing, procurement, manufacturing sales, and consulting, Brett brings a practical, real‑world perspective shaped by years spent on manufacturing shop floors working directly with operators, engineers, and leaders. As a Six Sigma Black Belt, Brett focuses on identifying root causes, reducing waste, and improving efficiency across sourcing and procurement decisions — guided by a simple mantra: Better. Faster. Leaner. Less Expensive. He is known as a trusted partner who delivers honest, experience‑driven insights that help organizations operate more confidently and effectively.

About the Author

Jordan Sellers Jordan Sellers is an Account Manager at Group O with over a decade of experience helping customers improve supply chain efficiency through strategic sourcing and packaging solutions. Since joining Group O in 2015, Jordan has worked closely with customers to uncover operational inefficiencies and develop customized sourcing, materials, and packaging strategies that reduce cost while protecting products and elevating brands. Jordan partners with material specialists, equipment technicians, and supply chain experts to simplify sourcing challenges and deliver solutions through Group O’s strategically located distribution network across North America. Known for his consultative approach, Jordan focuses on removing friction from the sourcing process so customers can achieve results with less internal effort.