As global customers consolidate their supplier bases, the pressure on vendors to coordinate internationally has never been higher. In this mini-case, ION Services — a supplier already active in four countries — is faced with a strategic make-or-break opportunity: win a global tender from XYZ Global, or risk losing one of their most important accounts across multiple markets.
XYZ is slashing its supplier base from 500,000 to 50,000 and requires all vendors to bid for a new global supply contract. While ION has the physical footprint to compete, their internal coordination and standardisation across markets is still in question. The stakes are high — both for retention and future global growth.
Key Scenario Highlights
- XYZ Global is centralising procurement across 20 countries
- ION Services supplies four of these already, but inconsistently
- They are given three years to prepare for a global bid — with no guarantee of retention
- The outcome will shape ION’s future viability and reputation as a global provider
Strategic Lessons
- True global KAM requires cross-border strategy — not just presence
- Local autonomy must give way to global customer coordination
- Success depends on process excellence, internal alignment, and cultural sensitivity
- Business simulations and shared goal-setting help shift internal mindsets
How to Use This Case
- Evaluate how your business would prepare for a global bid
- Assess whether your account teams are aligned across markets
- Use this scenario to train cross-functional teams on the realities of global coordination
Insight
“Winning global accounts isn’t just about footprint — it’s about unity of purpose, process, and promise.” – Professor Malcolm McDonald
Download the Mini-Case
This summary outlines the opportunity, but the full PDF includes discussion points, cultural barriers, and organisational development recommendations for global KAM teams.
Reproduced with kind permission from Dr Beth Rogers.