The range of businesses connected with Rajeev Khandelwal invites an attractive idea: combine purchasing power across the group. Shared procurement can reduce duplication, yet the apparent saving may disappear when a standard item creates extra work at individual sites. The relevant question is which requirements truly match and which merely share a category name.
Compare the use before the price
Two businesses may both buy vehicles, software or protective equipment while using them in very different conditions. A common specification should follow those operating needs. Otherwise the group negotiates a lower unit price for something that one business must adapt, replace sooner or supplement with a second purchase.
Include the service geography
A supplier's national presence may conceal uneven repair coverage, delivery routes or local stock. The procurement discussion needs to examine where support is actually available. A modest price advantage can be outweighed by downtime when an essential item has to travel far for maintenance or a replacement cannot arrive promptly.
Keep exceptions intelligible
Allowing every business to opt out removes the benefit of coordination, while prohibiting exceptions can undermine performance. An explicit process for explaining a different requirement preserves both discipline and flexibility. The exception should describe the operating consequence, enabling the central team to distinguish genuine need from simple preference for a familiar supplier.
Count the whole benefit
The result should include administration, training, service continuity and the burden of switching, alongside the invoice saving. In a diversified ownership landscape, collaboration earns its place when it helps each participating business work better. Purchasing power is useful only when the organisation buys a serviceable solution rather than an impressive discount.
