Kimberly-Clark (K-C) operates on a large scale, so its operations involve many different locations and external suppliers. Its previous contract process became a major pain point as the company expanded.

Its multiple contract repositories were spread around the world, so there was no central location to search, locate or identify contracts. Additional inefficiencies came from manual techniques, such as providing internal feedback via email. This made it difficult and labor-intensive to track the progress of each contract. The resulting processes had significant overhead costs, wastes and delay.

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