Digital Procurement: 5 Principles for Effective Operation

Whether your organization is just building its procurement function, or it’s looking to revamp and modernize, it’s helpful to have a blueprint for building an effective digital-native procurement operation. Here are five principles to follow to meet your goals:

  1. Invest in training and development for procurement professionals. Everything starts with people. Investing in your team will help them stay up-to-date on the latest trends and best practices in the field, and can improve their skills, knowledge, and expertise. It can also help teams attract and retain top talent, and can support the overall success of the organization.
  2. Invest in the right tools and technologies, such as online platforms, marketplaces, and analytics. Digital procurement requires tools. These tools can help teams streamline their processes, automate routine tasks, and improve their visibility and control over the supply chain. And investing in technology to increase productivity is also an investment in people, and like we said in point 1, everything starts with people!
  3. Build strong relationships with suppliers. This can involve regular communication and collaboration, as well as establishing clear expectations and performance metrics. Strong supplier relationships can help teams negotiate better prices, improve delivery times, and reduce risks. Strong relationships can help ensure that you are a customer of choice, which will help you work through supply disruptions should they arise.
  4. Use data and analytics to inform decision-making. This can involve collecting and analyzing data on key performance metrics, such as cost savings, supplier performance, and on-time delivery, and using this information to identify trends, patterns, and opportunities for improvement.
  5. Develop and implement standard processes and procedures for managing the sourcing process. This can help teams ensure consistency, quality, and efficiency, and can reduce the risk of errors and misunderstandings. The best people, systems, relationships and data won’t help if you don’t actually use them!

Not only does effective digital procurement help you save money on the goods and services your business needs, but it can also help improve your relationships with suppliers and ensure that you always have the resources you need to keep your operations running smoothly. If you follow the five principles above you’ll be well on your way to building a successful procurement operation.

Your Software RFP is Broken – Here’s How to Fix It

Have you ever been involved in a software purchase that failed to meet the stated objectives? That ran way over budget? That launched months or years later than planned? Of course you have. Research shows that only about 30% of digital transformations are successful.

One of the main reasons for this is the way enterprise software is often purchased: through an RFP (request for proposal). On paper, it seems like an RFP is a strong approach: define your goals clearly, evaluate solutions side-by-side on objective criteria, pick the best fit with input from all stakeholders. Unfortunately this approach is fundamentally flawed. It makes a number of incorrect assumptions.

Flawed assumption 1: You fully understand the requirements up-front

You spent weeks building your buying team. You spent months interviewing users. You did your research on the market. You even brought in consultants to help you identify and document your requirements. Surely you know everything you need to know to specify exactly what you need and what you want to buy! Right?

Wrong. You will definitely identify additional requirements – sometimes extremely critical ones! – during implementation. If the project is complex enough to warrant an RFP, then it is too complex to fully document up front. It will affect too many people, touch too many systems, and modify too many business processes for anyone to understand the full impact ahead of time.

Flawed assumption 2: You are picking a static solution

An RFP implies that you are looking for a software solution that will not change. You want to buy a done deal – something that you can install, turn on, and forget about.

In reality, even the best enterprise software solutions are constantly evolving. They have to in order to keep up with the rapidly changing needs of users and the rapidly changing technology landscape. The best enterprise software vendors are constantly innovating and releasing new features and functionality.

And remember: you will miss key requirements in the RFP. Therefore, in order to be successful, the solution you select must be flexible, if only to accommodate the inherent imperfection of the requirements gathering process.

Instead of thinking about a static solution, you should be identifying a partner and platform that can adapt when your own understanding of your needs changes.

Flawed assumption 3: A feature list can define the solution fit

In an RFP, you are essentially comparing feature lists. Yes, you will ask about customer references, support, security, and so on. But to compare functionality, you’re going to ask about a long list of features.

However a feature is not a solution. A feature is just a tool that might or might not be helpful in solving your specific problem.

The challenge is figuring out how all of the features fit together to provide an overall solution that meets your needs. This can be extremely difficult to do in an RFP, because you are not actually seeing the software in action. You are just reading about it.

The only way to really understand how well a solution fits is to see it in action and use it yourself. This is why trial programs are so important (more on that later).

Flawed assumption 4: You can evaluate user experience from a demo

A demo is not the same as using the software. In a demo, you are seeing a pre-planned, rehearsed, and polished presentation of the software. The vendor controls what you see and how you see it. They are carefully selected to show you only the very best parts of the software. Even when you think you have dictated the demo script to the vendor, it is the vendor that is ultimately constructing and driving the demo, not you.

In reality, enterprise software is complex. It is used by lots of different types of users for all sorts of different purposes. There are bound to be areas that are confusing or difficult. The only way to really understand the user experience is to try the software yourself in a real-world setting.

Flawed assumption 5: User experience shortfalls aren’t important

You made your product comparisons. You thought about information security. You considered vendor financial viability. You saw a great demo. You got pricing that you’re happy with. So you make your selection. And most surprising of all, implementation goes right on schedule and according to plan! Then you go live and… users revolt.

What happened?

In the last section I talked about not being to evaluate user experience from a demo. You might have read it and thought to yourself “So what if it’s a little clunky to use? If it does everything we need at the right price it will still be worth it.”

Here’s the thing: User experience shortfalls kill user acceptance, and low user acceptance kills IT projects.

Think about it this way: you can have the most technically perfect, feature-rich, and secure software in the world. But if people can’t figure out how to use it, or don’t like using it, they are not going to use it. And if they’re not using it, you’re not going to get any value from it.

User experience should be one of your top priorities when selecting enterprise software, not an afterthought. And user experience is impossible to evaluate in an RFP.

There is a better way to buy enterprise software

The good news is that there is a better way to buy enterprise software.

Step 1: Use short RFIs to reverse-engineer requirements and eliminate poor fits

An RFI (Request for Information) is a common first step in an RFP process. It is usually a short questionnaire that vendors fill out to provide information about their products.

You can use RFIs to do more than just gather information, though. You can also use them to help reverse-engineer your requirements.

Start by taking a close look at your current pain points. What processes are you trying to improve? What problems are you trying to solve? Then, translate those into broad requirements. Once you have a list of requirements, you can use RFIs to eliminate vendors that are obviously not a good fit.

For example, let’s say you have a requirement that the software must integrate with your existing CRM system. You can use an RFI to ask vendors if their software integrates with CRM systems, and if so, which ones. This will help you quickly eliminate any vendor that does not support your specific CRM system.

There’s a benefit on both sides: Vendors don’t have to fill out lengthy evaluations where they could have qualified themselves out in a couple of questions, and you don’t have to process long, complex responses where a critical mismatch is buried away in hundreds of questions.

Step 2: Run a lengthy trial program with simple user feedback

After you’ve used RFIs to eliminate the obviously poor fits, it’s time to start evaluating the remaining vendors. The best way to do this is with a trial program.

A trial program will give you a chance to try the software in a real-world setting and get feedback from actual users. To make sure you get meaningful feedback, make the trial long. “Long” will vary depending on specific solution you’re looking for – it could range from several weeks to several months, or even a full year if it needs to capture a full financial cycle. And be sure to include a meaningful cross-section of future users in major and minor roles, not just a handful of “power users”.

Throughout the trial program – not just at the end – ask each user to fill out a simple feedback form. NPS (Net Promoter Score) is a great option, but you can also use a short custom form with questions about specific pain points and whether or not they were addressed. Whatever form of feedback you use, make sure it is painless for the end user to provide and easy for the buying team to process – the most important thing is to gather feedback from as many people as possible, even if it’s basic.

Also, the trial isn’t just about you! You’re giving your prospective vendors the opportunity to work with you and develop a much deeper level of understanding of your needs than they could get by looking at a requirements document in an RFP.

Step 3: Identify a very small set of finalists for infosec and pricing evaluations

After you’ve collected feedback from the trial program, you should have a good idea of which vendors are the best fit. From there, you can identify a very small set of finalists to move on to the next stage of evaluation.

At this point, you’ll want to do a more thorough evaluation of information security and pricing. You should also have a much better idea of what you need, so you can make sure the finalist vendors are able to meet your specific requirements.

You’ll also get better responses from your vendors at this stage than you will by opening with a lengthy RFP! The remaining vendors will have a much clearer understanding of your needs thanks to the trial, and since they know they’re on the shortlist they will be willing to invest more time in thoroughly answering your questions and also putting their best foot forward on pricing.

Take the plunge

If you’re still using an RFP to buy enterprise software, it’s time to ditch it. The RFP process for enterprise software is broken. It just doesn’t work in this space. While RFPs not the only reason a majority of digital transformation projects fail, it definitely doesn’t help.

The good news is that by following the steps outlined above, you’ll be able to avoid the most common pitfalls of the RFP process and give yourself a much better chance of selecting best partner for your enterprise software needs. Give it a try on your next project!


The Largest Problems Every CPO Has In 2022

In 2022, CPOs are facing many challenges. We list the Top 3 as we see it.

Hands at the Table

For Next-Level Strategic Sourcing, Invite Procurement to the Table

For Next-level Strategic Sourcing, Invite Procurement to the

Employers of any size all around the world and in every industry have one thing in common: they must, by necessity, rely heavily on vendors as a vital component of their business operations. In fact, many organizations have more vendors than they do employees. Unfortunately, said reliance on these third-party relationships and on the activities of a vendor can leave businesses open to various hazards in categories called risk management domains: operational, financial; technical; regulatory compliance; reputational; and information security and privacy.

By employing effective vendor risk management, a business actively engages with its third-party vendors to ensure that the vendors’ operations, actions or inactions do not cause disruption to the business’s operations or otherwise have an undesirable effect on performance. Vendor risk management also keeps a business from getting hit with hefty fines or penalties for regulatory noncompliance or witnessing damage to the company’s reputation or brand — all because of something one of its vendors did (or didn’t do). And the group that’s increasingly becoming responsible for performing the critical task of vendor risk management? The Procurement department.

A Bigger Job to Do

Traditionally, Procurement’s primary role was to handle vendor selection, sourcing and negotiating best value/pricing on goods and services and finalizing vendor contracts. Performed optimally, this role alone contributes undeniable strategic value to the business. Today Procurement does far more heavy lifting because its core functions make it uniquely equipped to proactively identify and mitigate the myriad risks that third-party vendors present. 

Why the Need for a More Proactive Approach

The business environment continues to move faster, smarter, with more organizational interdependencies. Vendor networks are evolving from simple supply chains into complex value chains, growing almost exponentially in size and technical intricacy. Businesses rely heavily on their third-party vendors to cost-effectively fulfill their portion of the process, and thus must be capable of forecasting, overseeing and responding with agility should the slightest delay or deviation in the vendor’s actions be observed. Further, regardless of what functions are outsourced to vendors, compliance with all local, state and federal regulations remains the responsibility of the business.

The Damage Can Add Up

Failing to recognize the danger of vendor risk can cost a company dearly. Last year alone, a U.S. health insurer paid $2.09 billion in criminal penalties to the Department of Justice and $8.8 million to the Securities and Exchange Commission after one of its foreign vendors ran afoul of the Foreign Corrupt Practices Act. A major utility company reported a vendor had released the personally identifiable information of nearly 300,000 employees, and a bank reported a data spill at a vendor’s location exposed nearly two million current and former customers’ personal information. Data breaches like these cost a U.S. company an average of $8.1 million, with the intangible costs of reputational damage much harder to estimate.

Yes, They Can!

Procurement is well-positioned to take the lead on vendor risk management because, frankly, it’s already doing much of the job. Consider that the core functions in modern procurement operations are divided into six accountability areas that represent the supplier lifecycle from start to end:

  1. Strategic Sourcing
  2. Contracts Management
  3. Procurement Processes
  4. Invoicing and Payments
  5. Supplier Management
  6. Spend Analytics

Coincidentally, each of these six areas is essential to managing vendor risk. Thus, by monitoring the areas for which it traditionally is responsible (e.g., Sourcing, Contracts, Procurement, Invoicing) and extending its reach to include the other areas of accountability means Procurement can provide vendor risk management at the enterprise level — in particular, identify perceived operational, financial or information security risks and ensure that any fast-breaking regulatory and compliance matters are addressed to avoid any risks of that nature.

Just as the proliferation of technology is a major contributor to vendor risk, so does it figure prominently in providing a solution to manage it. Third-party cloud-based risk platforms are available that can connect a host of flexible tools with the eProcurement platforms and accounts payable system that the Procurement Department already uses, elevating the system’s scope and reach to bring immediate visibility, transparency, order, and application of best practices into every cross-functional transaction underway. The best of these platforms are robust and scalable, offering:

  • Seamless, easy integration with the company’s existing eProcurement system(s)
  • An instinctive, approachable UX
  • Efficient automated workflows and risk management processes
  • Tailoring for unique industry needs
  • Industry compliance and regulatory requirements as they develop
  • Scannable reporting capabilities
  • Freely shareable dashboards for real-time, aligned collaboration
  • Risk domains and assessment forms that can be tailored to the needs of the business 
  • Comprehensive customer service throughout the vendor lifecycle

Personal Relationships Are Key to Success

To monitor supply chain health, Procurement can further enhance the risk management process by once again doing what it already does: cultivating great relationships with vendors. These are people they talk to often to discuss terms and resolve issues so they’ve proven they’re up to the task. Work strategically, focusing first on top-tier and most-at-risk vendors within the risk management domains yet assess the entire group, as even vendors deemed lower-tier can have an outsize impact on a business should they trigger data breach or bribery claims.

There’s a great deal of upside to increasing the breadth of a business’s Procurement operations to include leveraging a cloud-based procurement platform to meld with the company’s P2P system and utilize both, along with personal relationships, to eliminate or minimize the myriad risks inherent with vendor relationships before they can negatively affect the business. At the same time, the wealth of key data and process improvements that are realized will help an employer streamline and optimize daily operations to face the competition with a distinct advantage. 

Sources:, Managing Vendor Risk (The Shelby Group)

4 Key Benefits of Strategic Sourcing

Last week, I was in a meeting where someone described the company’s Strategic Sourcing group as the peacekeepers in their organization. Take a moment to consider that…. What else would you call the team that is responsible for navigating the gulf between upfront costs and long-term savings while meeting the needs of multiple stakeholders? Strategic Sourcing isn’t a job for the faint of heart.

Strategic Sourcing was a term and process coined in the 90s when the dotcom era was transforming industries at record speed. Since then, the methodology has become a staple in successful procurement processes. With strategic sourcing solutions, firms can focus on maximizing the value of the entire procurement process rather than simply choosing what initially has the lowest upfront price – increasing the efficacy of procurement.

If we were to look at driving as a metaphor, it would be the equivalent of plotting your course to a destination rather than picking a route spontaneously at every cross-section you come across. By planning ahead, you end up saving time during your journey. Implementing Strategic Sourcing is to see past the initial pricing and to take a long view of of the goals and needs of the organization.

Like drivers, businesses that use strategic sourcing solutions begin by setting a destination and then figuring out the best way to get there: analyzing their business needs and historical spending, followed by outlining a strategic plan, conducting data collection and market analysis that breaks down the roster of potential suppliers. Strategic sourcing takes into account all activities that happen during the procurement cycle, from specification to receipt and payment of goods and services. As a result, businesses that use Strategic Sourcing can develop channels of supply at the lowest total cost, not just the lowest purchase price.

Here are 4 key benefits to Strategic Sourcing:

Take a Long View

The most obvious benefit businesses will experience from Strategic Sourcing would, of course, be the reduction in cost. Identifying and selecting suppliers that provide the highest value at the best price can open up compelling opportunities for your business. Even if the outcome is identical, paying less for that outcome is always preferable! The opportunity cost saved from investing in a less-than-optimal supplier may then be used to invest and improve other aspects of your business, giving you an edge against competitors.

Align Sourcing Objectives with Business Objectives

It can be difficult to draw direct comparisons between suppliers in the same industry. If you’re overly deferential to your suppliers, they can make it feel like you’re comparing apples to oranges. A supplier that offers the most cost-effective pricing in one aspect may not be the best in another. The key here is to be clear and concise in identifying what you need from the supplier. You will always want to align your sourcing activities to your organizational goals and objectives. Remember that you are optimizing for value, not cost. Cost is a component of a value, not a synonym for it. Strategic Sourcing is what allows these vague differences to become quantifiable and directly comparable in terms of data. Better alignment between between procurement teams and stakeholders allows your business to achieve better performance with higher efficiency while minimizing the risks in your supply chain.

A Long-Term Relationship With Your Suppliers

Most organizations enjoy switching suppliers about as much as people like visiting the dentist. Not only is it disruptive to your business, but it can also be costly and time consuming for your team. Your relationship with your high-value suppliers should be one that is highly collaborative and mutually beneficial (a win-win). Strategic Sourcing helps you achieve that by focusing on the core capabilities of the suppliers and assuring the right fit for the sourcing objective. This creates synergy between the organizations and its suppliers. Both the suppliers and the business should aim towards a mutual goal of success. Put simply, your suppliers should want you to succeed while feeling appreciated for their contributions to your success. Customer success is a key to repeat business and referrals.

Beyond the initial negotiations and contracting, Strategic Sourcing also involves measuring performance and continual process improvement. As you work with a supplier, you should be monitoring KPIs and collecting qualitative feedback from stakeholders. While some of the collected data might be sensitive, it’s worth considering what you can share with your suppliers so they can remediate any issues and double down on the things that are working. A shared emphasis on continuous improvement and sustainability of the supply chain provides increased flexibility in how you cooperate.

Establishing a Systematic Approach to your Procurement Processes

Strategic Sourcing allows your procurement teams to optimize productivity, increase compliance, and lower costs across the board. With improvements in data collection and digital transformations across the procurement industry, Strategic Sourcing is rapidly growing in popularity, revolutionizing procurement and supply chain processes. Coupled with a more systematic approach to cost analysis, negotiations, supplier sourcing, and even contract management, you will always be armed with the information you need to be effective.

Wrapping Up

Strategic Sourcing is an analysis of what your organization buys, from whom, at what price and at what volume. We at Vendorful are here to help you implement and streamline your critical procurement processes. To continue the driving metaphor, we are the GPS that helps guide you to your destination, saving you all the trouble from manually plotting with a map while achieving the best outcome. It’s our job to make your life easier and save you from traditional “Time Sucks.”

If you want to see how Vendorful can help you automate your processes and support you in your efforts to build a world class Strategic Sourcing program, we would be delighted to talk with you. Contact us today. 

Strategic Sourcing Checklist

A Handy Checklist for Sourcing Managers

How do Sourcing Managers go about choosing the right supplier for a project? Are there specific steps that you should follow to ensure that you get the best results? Are there benchmark practices that you, as a procurement manager, should take note of?

Strategic sourcing is a multi-step process with several considerations. And cost-efficient, systematic sourcing is a process that requires thoughtful preparation. 

To help you keep track of all the necessary steps, the following simple vendor relationship management checklist is offered as a guideline:

 1. Have you identified your requirements?

Before you even start crafting your RFP (Request for Proposal), take a moment to consider whether or not the service or product that you want is actually essential to your business. Is it something that is required for your business? Is the service critical to operations? Is it something that will improve business performance?

Make sure the product or service that you are trying to procure isn’t already readily available in your company. 

Remember, one of the most important goals of streamlining your strategic sourcing and procurement processes is saving money. This requires taking a closer look at resources already available in your organization.

2. Identify and estimate the cost of your procurement

A Deloitte study notes that 74% of CPOs (Chief Procurement Officers) cite cost reduction as a strong business priority. That said, it’s essential that companies ensure due diligence when it comes to researching market prices of services and products.

Establishing an estimate will provide an overview regarding whether your procurement costs meet or exceed your allotted budget.

3. Seek funding approval

Before you send out an RFP, make sure you have the necessary funding to back it up. You don’t want to jumpstart the process by seeking suppliers first, only to find out executives don’t agree with your proposed budget. This will only lead to ruining supplier relationships.

4. Determine the best procurement strategy

A strong purchasing strategy is one of the most cost-effective and efficient ways companies can create value for their business. It will help ensure longevity of supplier relationships, create positive working environments, and establish transparency in business processes. Often, automating the process via an eSourcing platform is the best way to go about it. Not only is the whole process simplified, sourcing managers can also monitor and track the entire process every step of the way.

5. Evaluating suppliers and awarding projects

Be sure to create clear criteria for evaluation that potential suppliers can access and review. This will help them identify key areas about the project that they need to focus on. For example, if you’re trying to expedite the completion of a project, it might be to your advantage to identify speed as a priority. If saving money is a priority, cost might be something that requires greater emphasis.

The strategic sourcing process can be complex. Fortunately, keeping this simple checklist in mind will help make sure that you have every critical element in place to make the right decisions regarding suppliers. 

Take advantage of Vendorful’s eSourcing functionality and find out how you can get the most value out of it for your business. It’s as simple as point and click. Speaking of which, you can point a click your way to a demo of Vendorful.

Craft your RFP

7 Key Components of an Effective Marketing RFP

If you work in the marketing industry then you know just how important good vendor relations are to the success of any project. This means you should put a strong focus on finding good vendors; beginning with a streamlined and efficient marketing RFP (request for proposal) that you can send out to potential candidates.

At this stage of the RFP process, your proposal essentially represents your company to future partners and collaborators. Well-written and thoughtfully planned RFPs yield good proposals. And good proposals result in great working relationships with vendors you can rely on. All things considered, a good RFP will ultimately ensure the positive outcome of your project.

With this in mind, the following key components should be a part of any marketing RFP you send out:

 1. Executive Summary

This is one of the most critical components of your marketing RFP. Vendors will often refer to the executive summary to determine if your project interests them and is worth bidding for. Keep it short and succinct. The very reason you’re crafting a summary is so your potential vendors can get a quick idea of your requirements. Be sure to include important milestones and objectives you want to achieve so that there is a clear understanding of what they will be working towards.

 2. Company Overview

Do not assume that your potential vendors are already familiar with your brand. No matter how big your company is, or well known, always introduce your business and share pertinent information about your brand. As part of your vendor’s research, it’s likely that they will also refer to other sources of information that will give them additional insight into your business, such as your LinkedIn or Facebook page. Be sure to keep these up to date.

3. Target Audience

Indicate in your RFP who you want to reach. To accurately identify who your intended audience is, think about who you’re speaking to, who you want to engage, and the kind of user experience you want create for them. This will ensure that your vendors are able to deliver quality bids that are relevant and therefore, more engaging to your target audience. 

4. Objectives

What goals or metrics do you want to achieve? How do you intend to determine whether or not these goals are met? How will you evaluate the success of your project?

Do you want to create a website for your client that prioritizes interactivity? Do you want to produce marketing materials within a very specific period of time? Discuss your objectives internally and communicate this clearly in your RFP. 

Your objectives will determine the kind of solutions that your vendors will provide. This is critical information for your vendors as it will help them prepare a better, more relevant bid.

5. Budget

Like any business, a big part of the success of any project comes down to budget. In fact, marketing budgets represent 11.4% of a company’s overall spend. 

Budgets, however, should always be considered in the context of quality. While you will always want to get the best value for the lowest possible price, try not to compromise quality just so you can get the cheapest bid. Keep this in mind when you indicate your budget. Be realistic about what your budget can achieve and find a balance between quality and cost-efficiency.

6. Requests for Additional Information

Are there any other details that you want your vendors to provide? Should they include organizational charts? Do you want a list of previous industry experience? Think about the information you need from your vendors so you get a better picture of what they can do for you. Make sure, however, that you keep your requests simple. Asking for something complicated might just turn potential bidders off. 

7. Selection Criteria

Finally, be sure to clearly indicate how you will be choosing your vendors. Apart from specific criteria, it might help if you assign a point-value or percentage for each to help vendors identify the top priority elements. For example, you may have multiple criteria for evaluation but if price and speed are priorities, show that it carries more weight by assigning more points to it. 

Ensuring these key components are included in your RFP as you search for vendors for your next marketing project means you’re increasing your chances of engaging them and building good relationships with them. Remember, the better written your proposal, the better response you’ll likely get.

Take advantage of Vendorful’s eSourcing module and find out how we can help you streamline your RFP process. Schedule a demo today.

Are your sourcing methods as effective as you think?

Quiz: Are Your Sourcing Methods as Effective as You Think?

If your procurement team is like the ones we usually encounter, then it’s a given that you would like to accomplish your work in the most efficient way possible. So, when traditional sourcing methods deliver the results you need, it’s natural that you stick with them.

However, staying competitive and keeping up with the rapid changes in the business world requires you to take a more forward-thinking approach. Technology means you now have the option do things faster and better. For example, eSourcing platforms help expand your reach as you search for new suppliers or product sources, and can do so at a more competitive cost. With a solutions landscape that has evolved considerably in recent years, there’s no better time than now to reevaluate whether your current sourcing methods are as effective as you think. (And if you are part of the aforementioned procurement teams that we encounter, you’re undoubtedly in the midst of this reevaluation process.)

To assess what you can do to improve your processes, take this brief quiz below. Read through the questions and give yourself a point for each YES answer.

  1. My team and I use a lot of documents, emails, and spreadsheets to manage our sourcing and procurement methods efficiently.
  2. The lack of visibility and transparency in traditional procurement methods means I have to spend more time managing and monitoring bids and proposals than doing productive work.
  3. I tend to spend a lot of time coordinating between suppliers and internal stakeholders to ensure everyone is in the loop.
  4. The prospect of sourcing new products or suppliers feels tedious and daunting, and usually costs a lot of money.
  5. It takes us a lot of time to prepare a proposal to send out to prospective bidders.
  6. It regularly takes our team weeks, or even months, to find the right supplier that meets our stakeholders’ requirements.
  7. Our suppliers tend to feel that we’re pitting them against each other, which creates tension in the relationship.
  8. Our relationships with our network of suppliers can be strained, especially when we are trying to get the best price for our requirements.
  9. Our team finds it difficult to find new suppliers to participate in the sourcing process.
  10. Objectively speaking, our team finds that our current processes can definitely be improved to be faster, more transparent, and cost efficient.

Now, add up the number of times you answered YES to the above questions.

If you totaled 3-5:

Reevaluate your current processes. Your methods may be effective at the moment, but there could be room for improvement. At the rate businesses are evolving, you might find it harder to keep up with the demands of clients and suppliers down the line. At this point, it would be very helpful to find new ways to keep your procurement team focused and motivated—whether through additional coaching, training or by introducing new tools to help them improve current practices.

If you added up 5 or more:

You clearly need to find a new approach to ensure that your company maintains efficiency and efficacy in spite of apparent sourcing challenges. You might consider leveraging sourcing tools that can offer transparency, streamline communication, improve sourcing practices, and manage supplier relationships all in a single eSourcing platform.

Take advantage of Vendorful’s eSourcing and vendor management platform and find out how you can use it to improve your sourcing methods. Contact us today.

Important RFP Elements

Does Your RFP Contain These Important Elements?

Your ability to attract and engage quality bids is dependent on how well you begin your procurement process.

After all, the search for the right supplier isn’t simply just about cost-savings. It’s important to establish a balance between budget and quality, and assure that you will be forging a partnership that mutually benefits you and the supplier.

In many cases, achieving this starts with crafting a high-quality RFP (request for proposals): when your RFP outline is sub-optimal, the whole sourcing process is likely to deliver sub-optimal results.

With that in mind, it’s crucial that your RFP online contains all the important elements you require. Browse through the checklist below before sending out your next RFP.

1. Statement of Purpose

Your RFP should offer a brief explanation detailing exactly what you need, your purpose for sending the RFP, and what you hope to gain.

It should also include an outline of your target timeframe. Are you seeking a long-term supplier or a partner for a one-time project?

This section should be able to set clear expectations regarding your needs.

2. Introduction

Provide comprehensive background about your company. Your prospective bidders are of course expected to do their own research, but giving them an introduction will point them in the right direction.

Try to provide as much information that you believe will be relevant to your supplier’s ability to deliver a great proposal.

3. Timeline

Map out how long the entire process will take by providing a timeline. Establish closing dates for submitting the intention to bid and be specific about deadlines.

Make sure you provide a feasible timeline for your suppliers. Give them enough time to craft their responses so you receive quality proposals.

4. Goals

Were you able to articulate a clear set of goals in your RFP? Spelling it out clearly for your potential suppliers helps them focus on delivering what you actually need. Think about what your priorities are and what you’re working towards.

5. Deliverables

Explain the deliverables you expect to receive from each proposal. Typically, this should include items such as the plan of action, timelines, and ways forward specific to your project.

6. Pricing Template

While not necessarily a requirement, best practice shows that providing potential suppliers with a pre-designed pricing format where they can detail their pricing structure makes it easier to compare one bidder from another. It also makes it easier to ensure that there are no requirements that were left out.

7. Terms and Conditions

Comprehensive RFPs typically provide a pro-forma contract that details pertinent information about the working engagement. Typically, this includes details such as payment terms, penalties, incentives, breach of contract rules, and dispute resolutions.

8. Criteria for Evaluation

A critical element of the RFP is anchored on knowing exactly how you will make your decisions when it comes to choosing the winning bid. Suppliers have to know what you are prioritizing. For example, are you putting more weight on budget over timelines? Or is price negotiable as long as they are able to ensure quality of service?

9. Wish List

Make sure that your wish list is separate from your non-negotiables. You may want certain elements that would be great to have in the proposal, but aren’t necessarily needed. These could also be items that you’re not quite sure will fit your budget. Regardless of what you want to include, if it’s not a priority or a must-have, be sure to include it as a separate list.

While there isn’t a cut-and-dried way to construct an RFP, ensuring that the above items are included when sending it will raise your chances of receiving high quality, thoughtfully prepared proposals.

Take advantage of Vendorful’s eSourcing platform and find out how we can help you write better RFPs. Get in touch with us today.

Reasons your organization is no adopting eSourcing

Top 4 Reasons Your Organization is not Adopting eSourcing and How You Can Overcome Them

For any business that has used an eSourcing platform, the benefits are evident. Using tailored technology to streamline its procurement needs can provide an organization with significant cost savings, faster cycle times, more transparency, and better control over its sourcing requirements.

Despite the demonstrable success and a strong ROI story, eSourcing adoption remains low. As Jeff Gilkerson asks in his article for Spendmatters, “Why do 30 percent of organizations not have eSourcing tools when the benefits are widely known and accepted, the technology has been around for decades, and the tools can be obtained for a relatively low investment?”

Check out the following top concerns and some ideas about how you can overcome them.

  1. Employees are generally apprehensive about change

Any form of new technology can be overwhelming and intimidating for an organization. This is especially true for procurement teams that might be used to doing things the same way for years. Despite the fact that traditional methods of sourcing are tedious and time-consuming, there is a certain comfort in knowing that you’ve already mastered the steps you have to take to get the job done. A well-worn groove might have compromised structural integrity, but it is comforting. Conversely, anything that might disrupt a familiar sourcing sequence becomes a cause for apprehension.

Addressing potential discomfort from change requires patience from management and a commitment to support the transition to the new tools. Take the time to talk about the advantages of using an eSourcing platform. Make sure you answer the questions and dedicate time to train your employees so that they can see for themselves how eSourcing can help improve their productivity and efficacy.

  1. Some companies assume their sourcing needs can’t be addressed by technology

Without a clear understanding of eSourcing technology and what it can do, it’s very easy to assume that the platform simply won’t fit your specific requirements.

With a little research, however, it’s easy to see just how broadly applicable eSourcing platforms are, regardless of industry or nature of the business. No matter how large or small your company is, no matter how complex your project may be, eSourcing will likely prove to be a useful tool to streamline the bidding process as you search for partners and suppliers. But if you’re not convinced and have lingering concerns? Ask for a demo. Have a discussion with an eSourcing vendor. At the very least, explore the opportunities in front of you before resigning yourself to doing the same thing you’ve been doing.

  1. Some employees feel overwhelmed at the prospect of full transparency

There are numerous advantages to transparency. In fact, this is one of the main advantages of an eSourcing platform. Transparency, however, can have its drawbacks. In certain professional environments, an open process is one that is ripe for judgment as well as micromanagement. The irony here is that a strong eSourcing tool should empower — not disempower — procurement teams.

The key to managing this is to focus on processes and protocols. Leveraging a tool should provide tangible benefits and the opportunity to rethink and re-implement processes. By creating the right framework around the tool, an organization can mitigate the potential “risks” of transparency while setting up its procurement team for success.

  1. Procurement teams tend to use it without proper planning

Inasmuch as eSourcing platforms are intended to make everything easier for employees, it does require a bit of planning to execute everything seamlessly.

Often, in the interest of meeting a procurement team’s urgent sourcing requirements, stakeholders may point to eSourcing as a quick and easy solution, expecting immediate results. However, as with anything in business, great results require some forethought. As detailed above, you should be rethinking the process, not eliminating it. Even a great tool can be used incorrectly. To that end, clear objectives should be identified and workable criteria for evaluation should be defined. Remember eSourcing is a tool, not a replacement for critical thinking. You have to give the tool the right context and inputs to deliver the results you need.

Working with your procurement team regarding the best way to begin the eSourcing process is a great way to ensure that you drive the best outcomes.

When it comes to procurement technology, eSourcing platforms can prove to be a boon for all kinds of organizations. And while there are risks and concerns with adopting any new technology, a thoughtful approach should allow you to address them head-on.

Take advantage of Vendorful’s eSourcing platform and find out how we can help improve your procurement process. Send a message to Vendorful today.