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Implement a Proactive and Consistent Vendor Selection Process

Formalize your process to eliminate bias and maximize value.

  • Vendor selection is politically charged, requiring Procurement to navigate around stakeholder biases and existing relationships.
  • The process is time consuming and often started too late. In the absence of clarity around requirements, it is easy to default to looking at price instead of best fit.

Our Advice

Critical Insight

  • Rooting out bias is essential. Establishing a robust, ruthless, but reasonable process is vital to making unbiased vendor selections.
  • Price comes last, requirements come first. Spend time up front to make sure that your key requirements are complete before proceeding with vendor selection.
  • Differentiate business needs from wants. Comparing proposals against each other leads to confusion. Features matter – just not all of them. Matching solution capability to organizational needs matters more. Know your true minimum mandatory requirements vs. nice-to-have features, and compare proposals against your RFP instead of against each other.
  • Price is not cost. Calculate TCO when considering internal and external cost.

Impact and Result

  • Design a procurement process that is robust, ruthless, and reasonable.
  • Take control of vendor communications: set and enforce clear guidelines around contact.
  • Gather a solid set of requirements and make sure they remain the primary focus.

  • Implement a Proactive and Consistent Vendor Selection Process Research & Tools

    Start here – read the Executive Brief

    Read our concise Executive Brief to find out why you should optimize your vendor selection process, review Info-Tech’s methodology, and understand the four ways we can support you in completing this project.

    1. Establish and formalize process

    Map your current vendor selection process, identify gaps, and then amend and document the process.

    2. Gather requirements and write RFx

    Begin a specific vendor selection by writing a project plan, then gathering and prioritizing requirements. Next, select, write, and publish your RFx.

    3. Evaluate and select vendor

    Select your evaluation method and framework, then perform due diligence and evaluate pricing. To finish, select and recommend a vendor.

    Implement a Proactive and Consistent Vendor Selection Process preview picture

    About Info-Tech

    Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

    We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

    What Is a Blueprint?

    A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

    Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

    Need Extra Help?
    Speak With An Analyst

    Get the help you need in this 3-phase advisory process. You'll receive 9 touchpoints with our researchers, all included in your membership.

    Guided Implementation 1: Establish and formalize process
    • Call 1: Map current process
    • Call 2: Identify gaps in current process
    • Call 3: Amend and document process

    Guided Implementation 2: Gather requirements and write RFx
    • Call 1: Write a project plan
    • Call 2: Discuss and prioritize gathered requirements
    • Call 3: Review your RFx before publication

    Guided Implementation 3: Evaluate and select vendor
    • Call 1: Select evaluation method and framework
    • Call 2: Review due diligence activities
    • Call 3: Review and validate vendor selection

    Author

    Laura Trabucco

    Contributors

    • Deepak Bansal, Director Vendor Performance Relationship Management, Willis Towers Watson
    • Donald H. Hopkins, Adjunct Assistant Professor, Wright State University in the College of Business
    • Daniel J. Enneking, Founder, Strategic Procurement Partners
    • 2 anonymous contributors
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