“We are paying too much.”
Benchmark incumbent economics, locate direct manufacturers, normalize landed cost and build negotiating leverage.
Cost ReductionCOO · PROCUREMENT INTELLIGENCE · GLOBAL SOURCING
Built to solve expensive supply chain problems.
I help CEOs and operating teams find the right manufacturers, reduce unnecessary cost, remove supplier uncertainty and turn fragmented sourcing work into a clear commercial decision.
Operator-led procurement. Evidence before commitment. Economics before activity.
1,200+Recent procurement execution hours452 Upwork-verified + ~770 Methodology (est.)
100%Upwork Job SuccessTop Rated
100K100K-unit programSix-month price hold
50+Suppliers onboarded20+ export shipments
PROCUREMENT, WITHOUT THE NOISE
I do not sell supplier lists. I build decision advantage.
Procurement value is created when supplier evidence, commercial economics, quality risk and execution reality are considered together. That is the standard behind every engagement.
CEO PROBLEMS
What gets brought to me.
Supply chain should protect margin, continuity and speed — not create more follow-up for management.
“One supplier can stop us.”
Develop qualified second sources, expose single-source dependencies and create a practical continuity path.
Supplier Risk“We need a manufacturer fast.”
Activate a qualified manufacturer pipeline through PIP 48 without waiting weeks for basic market visibility.
Speed to Visibility“Are we really buying direct?”
Trace factory evidence, production footprint and commercial relationships to separate manufacturers from traders and distributors.
Direct Source“We have quotes, but no decision.”
Turn fragmented quotations into a normalized commercial view, risk assessment and management recommendation.
Decision SupportSELECTED WORK
Evidence of judgment, not a list of duties.
Selected engagements are anonymized or rounded where confidentiality requires it.
01
HIGH-VOLUME FOOD PROCUREMENT
Commercial pressure, quality gates and a 100,000-unit decision.
Built the supplier universe, qualified commercial and technical fit, compared landed economics, coordinated samples and removed a supplier that failed quality/documentation gates despite commercial interest.
16,000+meals / week operating context
100Kunit program
6 mo.price hold
CEO takeaway Cost is only a win when the supplier also survives quality, compliance and execution gates.
02
DIRECT MANUFACTURER INTELLIGENCE
The objective is not more supplier names. It is knowing who actually produces the product.
Mapped supplier ecosystems, classified manufacturers, repackers, exporters, distributors and traders, built direct commercial contacts and standardized RFQs so economics could be compared on the same basis.
50+suppliers mapped and onboarded
20+export shipments
98%on-time performance
Operating principle Factory evidence before pricing trust.
03
WHEN SWITCHING SUPPLIERS IS NOT THE BEST ANSWER
A ~25% price increase did not automatically justify a supplier replacement.
Five-figure sunk tooling, six-figure units already inbound and tens of thousands of defective or warped components changed the economics. The decision was to pause external replacement, build should-cost leverage and define a replacement trigger.
Signal~25%incumbent increase
→
Complexity5-figuresunk tooling
→
Exposure6-figureunits inbound
→
DecisionNegotiatebefore replacing
CEO takeaway Sourcing activity is not the goal. The best economic decision is.
04
PREMIUM PACKAGING · CLIENT-VERIFIED
3,000 custom premium boxes. Supplier vetting through final delivery.
Led supplier identification, RFQs, comparisons, samples, design revisions, negotiation, quality review and production coordination for a premium chocolate brand.
“He didn’t just send options — he vetted them, negotiated where possible, and made sure the final product aligned with our brand standards.”5-star Upwork client review
THE OPERATING SYSTEM
PIP: From business problem to procurement decision.
The visible workflow is simple. The intelligence behind each gate is the proprietary layer.
PIP is not supplier search.- 01Business
Problem - 02Spec +
Economics - 03Market
Mapping - 04Manufacturer
Verification - 05Outreach
+ RFQ - 06Landed Cost
+ Risk - 07Negotiation
+ Decision - 08Execution
+ Value
EXECUTIVE OUTPUTWho to buy from · why · true cost · risk · next action
PIP48
SIGNATURE OFFER
Qualified supplier pipeline activated within 48 hours.
Speed-to-visibility and speed-to-action — not a false guarantee that suppliers will respond on command.
0–4 HRS
Lock the problem
Specification, current economics, target cost, volume, location, quality and non-negotiables.
4–12 HRS
Map the market
Identify supply ecosystems, manufacturing regions and potential direct-source routes.
12–24 HRS
Verify manufacturers
Classify factory vs intermediary, validate category fit and build contact intelligence.
24–36 HRS
Activate outreach
Deploy structured RFQ and multi-channel engagement across relevant channels.
36–48 HRS
Executive handoff
Live pipeline, response status, early commercial signals, risk flags and exact next actions.
PROCUREMENT OPPORTUNITY CALCULATOR
Put a number on the commercial pressure.
Use this as a directional estimate before a proper supplier and landed-cost analysis.
OB
EXECUTIVE PROFILEObinna B. Unanka
Procurement Intelligence
& Supplier Development
EXECUTIVE PROFILE
Operator, not intermediary.
I work at the point where supplier evidence, commercial economics and operating reality meet. My role is to make supplier markets visible, make economics comparable and give leadership a decision it can act on.
Methodology
Procurement & Partnerships Manager · high-volume U.S. prepared-food operation.
Asia Procure
Co-Founder & COO · Procurement Intelligence Lead · global sourcing, supplier mapping and commercial execution.
Food · Packaging · Wellness · Equipment
Private label, co-manufacturing, packaging, ingredients, functional beverages and custom-manufactured products.
WHERE THE WORK TRAVELS
Supplier intelligence across markets, not marketplaces.
China · Philippines · Vietnam · Indonesia · USA · Europe · Middle East · Africa
START A CONVERSATION
Bring me a supply chain problem.
You do not need a finished sourcing brief. Start with the product, commercial pressure, supplier risk or target market.
DIRECT EMAILasiaprocure_ph@yahoo.comFor sourcing, procurement and partnership inquiries
PIP 48Cost Reduction SprintSecond Source ProgramFractional Procurement