10 SaaS contract best practices used by top companies

Procurement

Written by

Jeff Swank

Published on

September 21, 2021

August 4, 2022

Read Time

Key takeaways:

     
  • As SaaS stacks grow, some of the fastest-growing companies have implemented best practices to enhance their SaaS contract management.
  •  
  • Best practices like turning off auto-renewal, monitoring usage, and outsourcing your tail spend will help make your SaaS contract management more manageable and more successful. 
  •  
  • Stellar management of your SaaS stack can drive millions of dollars of value to your company. 

As companies are growing rapidly, software-as-a-service (SaaS) contracts are growing linear to headcount. But with dozens of SaaS providers and contracts, who is staying on top of renewals, usage, and getting the best pricing? Who is monitoring data protection, disaster recovery, and business continuity?

Managing SaaS relationships, contracts, and service-level agreements (SLAs) has become a full-time job for IT, finance, procurement, and engineering leaders. At Vendr, we think that’s a problem. Part of my job is to partner with leaders to understand the challenges they experience as their tech stack grows. And then, we help them find solutions so they can save both time and money on SaaS applications.

While helping some of the fastest-growing companies in the world overcome these challenges, we’ve found 10 SaaS contract best practices that the smartest organizations are using to manage their SaaS stack, saving themselves millions of dollars and headaches in the process.

10 SaaS contract best practices

Although there are many ways to improve your SaaS contract management, I’ve narrowed them down to the top 10 best practices that are tried and true for success. As you read through each best practice, think about how it might apply to your company. 

SaaS contract best practices: person working in their work station

 

1. Create a system of record

I talk to big companies every day who have 100-plus SaaS applications, owned by different stakeholders, with little visibility into how those products are being used or managed. While decentralization can help a company scale, it can also hurt you if it’s not organized. Renewals can slip through the cracks, and you can end up spending your budget on products your employees aren’t actually using. 

Or you can simply start organizing your products in a spreadsheet that includes the following for each product:

     
  • Current spend
  •  
  • Stakeholders
  •  
  • Contract renewal date and expected spend for the renewal
  •  
  • Sales rep or account manager’s email address
  •  
  • A high-level overview of functionality and usage

Getting systematic about tracking and organizing your SaaS applications can help you identify product overlap and monitor spend. It's also a great opportunity to stay on top of data security and periodically assess internal security needs compared to what the SaaS provider offers. But it also frees up leaders to think strategically and focus on building teams and products, not worrying about SaaS contract management. 

2. Turn off auto-renewal

Auto-renewal seems to be in the contract terms for the majority of SaaS contracts. High-growth companies move really fast, and resources are stretched, so catching this and acting on it isn't usually a top priority — until it's too late. 

One Gartner report revealed that it's extremely common for companies to run with at least 25% of their top SaaS subscriptions unused. One forgotten SaaS agreement auto-renewal could cause your rate to automatically increase dramatically. At worst, you could be auto-renewing an expensive piece of software you don’t even want to use anymore. Don’t let auto-renewal turn shelfware into a big hit to your budget. 

Luckily, there’s a simple solution. When conducting an audit of your renewals, turn off auto-renewal by emailing your sales rep or account manager and requesting different renewal terms. 

3. Get 90 days ahead of renewals 

Some IT, finance, and engineering leaders I talk to wait for SaaS providers to tell them that the product is up for renewal. And if it’s still set to auto-renew, a lot of suppliers won’t even give you that courtesy. The problem is, suppliers are unlikely to give you enough notice at the end of the contract for you to have time to evaluate and install an alternative product. 

This isn’t an accident. SaaS companies know you’re busy and growing quickly, and it’s in their best interest to not give you the opportunity to meaningfully look at what you’re spending with them and figure out if it’s the right investment. That’s why you should be proactive and get at least 90 days ahead of the end of the contract date. Give yourself time to understand the future costs and potentially evaluate other suppliers if necessary. 

4. Use invoices, not credit cards

A lot of decision-makers are paying for SaaS on company credit cards. If this is part of your current business model, consider eliminating it across the board. 

Instead, there should be one company credit card for small SaaS purchases, and it should be controlled by one person. If multiple stakeholders have the ability to put SaaS on a credit card, managing overall spend and provisioning licenses can become a nightmare. Not to mention the potential legal risks and security risks that can result from SaaS agreements that have not been properly vetted. 

If you can afford to pay an annual contract upfront, the supplier often provides a financial incentive. Moving to annual invoices allows you to have more control of your overall spending, can eliminate overages, and keeps your spending organized. 

5. Ask about overages upfront

Another SaaS contract best practice has to do with usage limits. True-ups are one of the biggest SaaS headaches that growing companies deal with. You signed an annual contract, and in month eight, you are already over your usage limits or have exceeded your license count. This happens all of the time. 

That’s why it’s important to remember that when you sign a contract, you’re entering a partnership. It’s important to partner with SaaS companies that don’t penalize you for growth during your contract period and that want to grow with you. Make sure this is checked off upfront when you're negotiating SaaS agreements.

6. Save with multi-year agreements

For products that your team loves or ones that drive critical infrastructure, like AWS, Salesforce, or other enterprise SaaS solutions, you should consider a longer-term partnership (e.g., a two-year renewal at a fixed license count/rate). Growing companies will absolutely benefit financially from longer-term agreements, but we typically recommend testing it for one year before engaging in a two-year term.

If your organization is unable to commit to multi-year agreements, you may want to consider putting in cap rates for your upcoming renewals — for example, agreeing with your supplier that the price will only increase within a certain percentage range. 

7. Focus on economies of scale

At a rapidly growing company, it’s important to future-proof your contracts. It's critical to think about what this contract could look like in 12 months and make sure that the suppliers you partner with take your growth into consideration for future renewals. 

The largest suppliers often take this into consideration, but growing companies should be seeking economies of scale for the tail spend as well. Companies that fail to do this are either accepting the fact that they are grossly overspending on software contracts, or they are put in a position to cut tools that their teams find valuable. 

8. Monitor usage. Better yet, have the SaaS company do it for you

Before renewing a software license-based contract, make sure you know who needs it. But the last thing you want to do is send stakeholders on a wild goose chase to track down team members to see if they truly need each tool you renew. 

So, a rule of thumb before every renewal is to have the supplier produce a three-month usage report. This should include who has used the product in the last three months and how often.

For your net-new purchases, make sure your supplier will be able to produce this information for you at the end of your term. For usage-based contracts, you’ll find that in some cases you are underutilizing the tool, which means you are probably paying too much. This may also trigger your team to find ways to cut or shift your most expensive product usage. 

To make this SaaS contract best practice even better, consider including the usage-report requirements in your procurement negotiation process

9. Invest in relationships 

Oftentimes, you’re in a position to leverage your logo, a customer testimonial, or co-marketing efforts in order to secure a more favorable rate. Whether it’s critical infrastructure or an app that your team is getting a lot of value from, it’s important to invest in supplier relationships

10. Outsource your tail spend 

IT, engineering, and finance teams are already spending a ton of time managing the most critical enterprise SaaS supplier relationships. But growing companies we talk to with over a few hundred employees are finding that their tail spend is likely made up of 100-plus products adding up to well over $1 million. 

The average time spent on one contract renewal is five hours. If you have 100 products in your stack, 500 hours of your calendar year will be allocated to software salespeople. Outsourcing SaaS supplier relationships can provide material savings and will give your engineering, IT, and finance teams a lot of time back for more productive tasks. 

Any single contract is followed by a wide range of recurring commitments, deliverables, and obligations. By simply harnessing economies of scale, vendor management experts can streamline and improve these processes. Giving away full control is difficult. But, the results are worth it. 

Driving value to your company through SaaS contract best practices

Programmer coding using dual screens

These best practices help companies become more thorough in negotiating SaaS contracts and help them maintain a better grasp on SaaS contract management entirely. Any time you can save your company headaches and, potentially, millions of dollars, we call that a win. I've seen companies do this simply by making these SaaS contract best practices an important part of their business models, and you can, too. 

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Belynda Cianci

Procurement

SaaS Buying

Taming the SaaS vortex: A Vendr Fireside Chat with Datadog's Michelle Vita

With the explosion of SaaS, staying ahead of SaaS Procurement and ensuring a lean tech stack has never been more challenging. Procurement professionals work daily to tame the “SaaS vortex” and ensure they maintain value as they add complexity and license volume to the stack. This has forced an evolution in Procurement and new approaches for professionals managing the software buying process. 

Michelle Vita is well-versed in this evolution. As a procurement professional with over a decade of building procurement processes for business, Michelle’s career has evolved from traditional procurement roles in private real estate development to high-tech roles in real estate technology and SaaS. Most recently, Michelle took the reins as Head of Procurement for cloud-scale monitoring and security firm Datadog. 

At the recent Digital Procurement World conference, Michelle took the time to sit down with Vendr’s KR Barron to talk about taming the SaaS vortex and building a supportive, sustainable procurement practice for Datadog. She shared her insights on team-building, growing an agile organization, and empowering your stakeholders. 

We’ve captured the highlights from the session below. 

How team cooperation helped Datadog tame the vortex

Michelle has spent three and a half years at Datadog evolving the Procurement team from a “department of one” into a thriving, progressive team with operational and strategic mandates. 

During that time, she’s come to believe the heart of a progressive, strategic Procurement function is its people.

“There are two types of Procurement personas now,” she explains.

“Classic, traditional procurement professionals, with a 7-step process, etc. Then there’s the new procurement professional. They’re more strategic and agile, more a jack-of-all-trades. The industry, in general, is evolving toward this model.”

These young, powerful professionals and the explosion of SaaS have brought about this new breed of procurement professionals. 

These new professionals are also changing the way their stakeholders think about SaaS. They’re empowering employees to negotiate on behalf of their company to buy the right tools, with the perspective of “buying as if you were the owner of the company.” 

Michelle describes her own team at Datadog in these terms. Her first hire came by way of an internal candidate who already understood the procurement process from the stakeholder perspective. Michelle described this agile-focused colleague as “one of the best hires I’ve ever had.” This versatility has allowed them to grow with the team, take on new projects, and execute effectively. 

Since that first hire, Procurement at Datadog has evolved into a two-pronged department, with members focused on both operations and strategy. The team includes progressive-thinking procurement and contracts experts who leverage technology to educate stakeholders, create good policy, and create a seat at the table for Procurement.

Buy with intention

The economic uncertainty of 2022 has ushered in a more measured approach to buying than in previous years. Even as SaaS has become more challenging to optimize, being strategic about your business cases and volume has a positive impact on the software budget. 

Where once the rationale was to buy “as many licenses as we can move into someday,” Michelle and Datadog stick to a strategic, “buy as you go” license approach that helps the team save money and be more conservative. Having licenses waiting on the shelf for someday “is money that goes to waste.” 

The temptation is to buy the number of licenses you’ll need for a future date, incentivized by the perceived savings of a volume discount. But, “taking advantage of a discount isn’t good if they’re just sitting on a shelf unused,” reminds Michelle. 

Instead, the team has become more focused on getting the licenses they need for the current team. Procurement has also focused on the best management of those tools, performing license audits, and ensuring proper utilization. They’ve also gotten more strategic about tier levels. Datadog assigns top-tier licenses for some power users and viewer licenses for others that are cheaper. 

Strive for agility and automation

When faced with a lack of resources—be it budget, headcount, or data— Procurement is tasked with applying agility to the procurement process. Michelle is always on the lookout for places to reduce human activity.

“I’m a huge supporter of relieving the team of administrative burdens that don’t add value.”

To do this, the Procurement team looks at the end-to-end process, identifies those processes taking up human touch and time, and automates them.

The team has turned once onerous processes into touchless processes that reduce friction in day-to-day operations. For instance, vendor follow-ups used to take up considerable time for the team. Now, those processes are controlled by Robotic Process Automation (RPA). Bots now perform a follow-up workflow for outstanding items, allowing procurement to focus on higher-level tasks.

“Agility is important, but also [means] working with our partners, establishing relationships, and using them to grow.” 

The contract process also slowed down internal progress, so the team found ways to reduce friction and remove human intervention from the process. By integrating their contract system with an e-signature tool, they can move contracts for review to Legal automatically, collect signatures, and speed up the contract execution process. 

Agility relies on partnerships, so as part of the legal contracts automation, the Procurement team worked with vendors to use internal paper for contracts. Using an internal template that is acceptable to vendors gives the legal team more control over the review process and speeds up the time to completion. 

Empower your stakeholders

Stakeholder education plays a huge role in creating a collaborative, functional relationship between procurement and the larger organization. The key, says Michelle, is to empower stakeholders with just the information they need to execute. 

The Datadog team invested time and resources in ensuring stakeholders had what they needed to learn the ropes. While the company had some resources in place, “Sometimes you need resources for various types of people since everyone learns differently.” 

The road to better stakeholder education started with a conversation. “We gathered stakeholder feedback from a survey on our processes.” The team issued an anonymous survey asking users to give their feedback about the purchasing process and the resources available to them. 

“Training kept coming up and coming up.” 

The team realized that even though resources were out there, the onboarding of those resources could be improved. “Our internal team feedback… kept coming up that people were starting [at the company] and not watching the videos.” Those conversations allowed the Procurement team to identify the issues and develop a plan. 

Automation has a part to play in the empowerment process, as well. “We wanted to empower stakeholders to do things that don’t require procurement touch.” To help stakeholders gain confidence in buying on behalf of the company, Michelle and the team implemented a guided help service for users.

Modeled on the “Clippy” office assistant featured in Microsoft Office, the procurement assistant program sits on top of the Procurement system, providing helpful pop-ups for users as they engage with the UI and perform routine tasks. If the user gets stuck or needs assistance, the assistant robot guides them through the process with a “click here” approach. This allows stakeholders to self-service needs without relying on procurement team members directly. 

Ideas such as these allow Procurement to remove itself from the areas where it doesn’t add value while still maintaining agility for the wider team. From there, they can develop stronger relationships between departments, gain a strategic seat at the table, and ensure that once they have that position, they can deliver value.  

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For more tips on driving an enablement, people-first approach in your Procurement practices, take the advice of Sören Petsch, Head of Procurement at CommerceHub.

After all, “If Procurement is the Cost Savings Department, we break the trust of our internal stakeholders all the time.”

Belynda Cianci

Procurement

How to build a software procurement project plan to meet your SaaS buying requirements

Launching a new project is a multi-faceted process. Managing the flow of RFPs, purchase orders, and procurement documents require a comprehensive understanding of the process and commitment from all team members. 

Software procurement should be a priority in any successful procurement plan. A significant portion of your project procurement might involve changes and additions to the tech stack throughout the project schedule. Managing this complexity within the procurement management plan can greatly improve the cost efficiency of your project, but how can you accomplish it successfully? 

Today we’ll discuss using a procurement project plan methodology to control your SaaS buying in large-scale projects. We’ll cover the steps you should take in planning for and purchasing software, what you should include in your plan, and costly issues to avoid when planning software purchases as part of your procurement activities for the project. 

What is a software procurement project plan?

A procurement management plan is a strategy for getting goods from outside vendors and suppliers in support of a project. Procurement management is one component of project management and follows a specific process for ensuring the right goods are delivered for the project, at the best price, under the right terms, at the right time. 

A procurement management plan outlines all the goods and services needed and lays out a process and timeline for acquiring them. It also intersects with the budgeting process of the project to ensure software buying doesn’t overrun the total planned cost. 

What to include in a software procurement project plan

The more detail you bring to a software procurement project plan, the better your outcomes. When building a plan to buy SaaS software in support of a project, your procurement team should include the following information: 

Type of software

Establish the total software needs of the project, including categories such as:

  • Communications and teleconferencing
  • Project management
  • Accounting, budgeting, and reporting
  • Content and development management
  • Security and access controls

Usage

For every app, outline the number of users and variety of user types necessary to aid productivity and optimize spending. Consider the percentage of time users will spend interacting with the software, and whether subscription or usage-based pricing might be advantageous. Consider the length of contracts necessary to fulfill the needs of the project objectives without spending money on orphaned tech products after their useful window within the project. 

Duration of use

When managing a large-scale or multi-year project, it’s important to manage apps and services, sunsetting those no longer needed in order to avoid excess software costs. Setting up contract management for your software ensures that licenses don't auto-renew beyond their expected useful life. 

The 7 steps to create a software procurement project plan

Follow these steps to establish a strong, optimal software procurement plan for your next project:

Define procurement project scope

Before you procure goods for a project, you must know — in detail — everything needed to bring the project to completion. So the first step in the development process is to thoughtfully outline the comprehensive list of tools and services needed throughout the contract schedule. This may include materials, services, and software. The list should be as comprehensive as possible. 

Establish contract terms

Understand and outline the contract terms and conditions each supplier must meet. This could encompass departmental prerequisites, estimated cost, payment terms, contract type (for instance, annual subscription, usage-based billing, etc.), and other important components of the agreement. These contract terms will be used to negotiate for sourced goods. 

Consider risk mitigation

Outline the potential project and contract risks to the degree they can be foreseen. Establish plans vendor risk management and establish protocols for evaluating and resolving risk issues. Evaluate the potential for third-party risks to your tech stack and where possible use proven, pre-vetted suppliers to meet contract needs. Consider the project impact of delays or inadequate contract compliance when looking at suppliers and assessing risk.

Define project costs

Establish the costs associated with procuring necessary equipment, services, and software during the project. Begin collecting information for an RFI, RFP, or RFQ process to satisfy the needs of the project. Consider using beneficial procurement techniques such as strategic sourcing, prequalified vendor lists, or e-procurement. Establish pricing benchmarks and standard pricing where practicable. 

Define blocking issues

Consider any project constraints (time, execution, financial, or supply chain-related) that could impact the future feasibility or execution of the project. As with risk management, establish contingency plans for any likely blocking issues and consider the cost of enacting these plans as part of the project budget. 

Seek project approval

Gain approval of preliminary plans from departmental stakeholders. Evaluate the project bids and include necessary stakeholders in the decision-making process. Including all relevant stakeholders de-siloes spending and contractual data and ensures all parties begin the project with full visibility into the process. Consider a decision criteria matrix to help evaluate bidders objectively and efficiently. 

Establish supplier management

Projects with considerable third-party procurement needs require a vendor management plan in order to maintain high visibility, track performance metrics, optimize cost, and ensure continuity in procurement and delivery. This is especially important for software, where a single project can still generate dozens of contracts representing hundreds of users and considerable budget allocation. Consider using a vendor management platform to ensure the smooth operation of your project technical stack. 

The stakeholders to include in your software procurement process

Software procurement is a team sport. Involving your full project team in the process early will ensure a smooth implementation and optimal outcomes when purchasing software

Finance

Getting early approval for estimated budgets makes the planning and negotiation process far easier. When included early in the process, finance can guide pricing discussions, provide competitive pricing data, and collaborate on negotiation. 

IT and Security

Understanding how procured software will fit into the larger software structure can inform your request for proposal (RFP) process, and ensure any security requirements are considered prior to negotiations and implementation. IT may also be able to assist with supplier evaluation based on its knowledge of the company’s total technology portfolio.

Legal

Your legal team is ultimately responsible for the strength of agreements it executes. Therefore, involve Legal early in the process to ensure any negotiations integrate any legal prerequisites. Additionally, identify the Legal team contact responsible for the contract review and approval process, and integrate them into the workflow to ensure they have the capacity for upcoming legal review. 

Avoid these common pitfalls when managing your software procurement process

Moving too fast or cutting corners during software buying mistakes can have costly and consequential long-term effects. Avoid these three common software procurement issues: 

No competitive process

The inclination to move quickly on software agreements can be a costly and frustrating mistake in the long term. Ensure that each software purchase gets the competitive analysis and evaluation process it deserves. This results in better pricing and lowers the potential for third-party risk. 

Insufficient software budgeting

Depending on the tool and the type of contract, underestimating usage and feature needs can result in software costs that far exceed the planned software budget. When establishing needs in the early stages of a procurement project, consider outlier scenarios that could drive up cost. Be sure to address these in the course of the negotiation. A general rule: you should never be penalized for becoming a better customer. 

Failing to set up contract management

Tech stacks are complex and evolutionary. When establishing a procurement project plan, start your software procurement on the right foot by setting up deals in a software management platform. This ensures active monitoring and lifecycle management for licenses and usage, compliance with contract terms and SLAs, and ample research time at renewal. It enables a robust and continuous vendor performance process. 

How Vendr can help you manage the software procurement process end-to-end

Vendr helps companies of all sizes to streamline and clarify their SaaS buying process. Using procurement software as part of your procurement management plan can give your organization the visibility and real-time reporting features it needs to successfully manage services, ensure strong relationships with project partners, and maintain budget optimization while delivering the software necessary to ensure project success.

Vivian T.

Procurement

5 steps to an efficient procurement strategy

Many moving parts come together to form a procurement strategy that upholds profitability. According to a recent Deloitte survey, reducing costs is top of mind for 76 percent of chief operating officers

Accordingly, it’s critical that procurement teams get clear on their objectives, how they can lower operational costs, and what new, low-cost initiatives to execute to consistently hit KPIs. 

Below, we go through the ins and outs of procurement, what it takes to create and apply a strategy, and how to ensure it’s contributing to your business’ bottom line. 

What is procurement?

Procurement is the process of purchasing goods and services, including software, necessary to run company operations. It’s also the practice of effectively managing resources to ensure a company gets the most value for its spending strategy. 

What are the goals of strategic procurement?

There are many business goals under the procurement umbrella that ultimately lead to the same result: cost savings. Procurement initiatives like risk management, optimizing budget allocation, streamlining supply chain timelines, and even running different types of spend analysis are all strategies to keep a company lean yet competitive. 

Additional procurement goals include:

  • Sourcing suppliers to build cost-effective relationships
  • Procuring higher quality goods at competitive price points
  • Selectively managing deals to get the most value for money
  • Ensuring cost-effective supplier relationships that uphold company terms

What does strategic procurement include?

Strategic procurement can include many business motions designed to keep company spending low while increasing value. 

Three of the most important overarching categories in a sound procurement strategy are cost reduction, risk management, and quality control.

Cost reduction: Motions like vendor development, supplier optimization, global sourcing, tail spend analysis, and determining contract ROI are all direct efforts to reduce company costs. 

Risk management: Risk reduction strategies like supplier optimization, supply chain management, green purchasing, and product lifecycle forecasting are procurement strategies designed to mitigate risk and streamline operations with the fewest errors or setbacks possible. 

Quality control: Supplier risk scorecards, KPIs and metrics, and supplier compliance audits are built to handle quality control. Quality control processes are necessary for companies to ensure goods and services are delivered according to purchase order terms and procurement policies.

Every business is tasked with designing a procurement strategy that considers its objectives and methodologies. With the help of software, businesses can ensure smoother procurement workflows, access permission configurations, and centralize key purchasing and vendor data to make meeting desired goals easier.  

Vendr can help build the SaaS procurement process you’ve always dreamed of. Learn more.                

Procurement strategy framework

Establishing a procurement strategy requires planning and documenting before it can effectively be enforced. This way, procurement teams have clear guidelines to inform decision-making, determine how best to deal with vendors, and ensure best practices are applied. 

A general procurement strategy framework is made up of— 

  • Clear benchmarks: How will procurement initiatives align with the company’s business goals? How will you gather first- or third-party data to ensure relevant market rates inform those benchmarks? 
  • Procurement plans of action: How will your business create a procurement process that meets key business goals? 
  • Goal results: What cost savings, risk reduction, and quality control metrics should the procurement plan aim for? 
  • Expected timeframes: When do you expect to reach procurement objectives?
  • Procurement implementation roadmaps: What are the specific steps needed to establish an ongoing procurement process? 
  • A list of key performance indicators: What KPIs will the company use to measure its results? What spend analyses will the business perform to refine its strategy? 
  • A list of procurement tools necessary for the job: What procurement tools—whether software or hardware—are necessary to implement a company-wide procurement strategy that’s trackable, centralized, and highly automated? 
Optimize your vendor processes with Vendr’s Ultimate SaaS Buying Guide.

Example of an effective procurement strategy

MixPanel, a business analytics service company, established a procurement strategy that allowed them visibility into resource allocation so it could streamline its purchasing workflow. Their goals were to spend less time negotiating SaaS contracts, to shorten their procurement cycle, and to reduce unnecessary payments.

With their strategy, they quickened the SaaS acquisition process, stopped duplicate spending and overpayments, and shortened their process timeline by 75 percent. By implementing a procurement strategy, MixPanel’s procurement process went from three months to three weeks. 

Check out the video below to learn more about MixPanel’s procurement journey. 

Steps to an efficient procurement process

If you’re creating your first procurement strategy, follow these steps:

Outline a procurement strategy

Begin by drafting a procurement strategy statement from the ground up. Consider outlining benchmarks, procurement practices, business objectives, tools you’ll need, and your action plan to meet and possibly even exceed your procurement goals. 

Outlining a procurement strategy may take weeks or months. Involving key company stakeholders ensures you’re covering your bases and getting visibility into the needs of each company department. 

Integrate procurement software

Today’s data-driven world requires speed, automation, and ease of use. Thankfully, there’s plenty of procurement software built to help companies create, enforce, and run their procurement strategy. 

Without a digital procurement solution, companies run the risk of committing costly human errors, losing track of who owns which procurement initiatives, and having a harder time analyzing data to draw valuable insights.

Procurement software accelerates the SaaS procurement process from beginning to end. If you're buying or renewing software, a service and platform like Vendr can share valuable insights to make this process easier. 

Procurement software will allow you to:

  • Get a high-level view of all spending on apps across your business
  • Coordinate stakeholders with supplier purchase history 
  • Customize the storage and tracking of key data points within its dashboard
  • Streamline purchasing processes to increase team productivity

As you vet procurement software, it's critical to ensure it can scale with your company and that it’s customizable enough to mold to your existing procurement policy and its workflows. 

Gather data

What’s your company’s current spend culture? Is there a lot of maverick spending procurement teams aren’t managing? Can you get third-party data to conduct market analyses? 

Knowing where you currently stand is necessary to improve your current procurement numbers. Data sprawl can quickly get out of control and become siloed without any efforts to centralize it. Without relevant purchasing data, it becomes harder to implement a procurement strategy that’ll lower spend, account for maverick spending, and uncover spend leakage and overspending. 

Running a comprehensive operational data analysis requires gathering, organizing, and categorizing data in one platform. This takes gathering spending data from internal stakeholders, like managerial leadership, and external parties, like vendors. Centralizing data ensures accuracy and visibility, and it enables businesses to arrange and track historical data as it is added. 

Set clear procurement objectives

With a data-driven procurement strategy at the helm, determining clear business objectives becomes easier. 

Here are a few examples of procurement objectives: 

  • Cut the cost of manufacturing goods by refining your supply chain strategy
  • Enable cost-control across departments with access to intake forms
  • Implement additional process automation
  • Optimize supplier ROI to increase it by 3% within the next year
  • Forge new vendor relationships in Q4 that generate an additional 10% return
  • Negotiate better price points
  • Lower supply chain risk
  • Refine current purchasing strategy
  • Accelerate the purchasing process of goods and services by at least 25%

Use relevant spend analyses to make data-driven decisions

Data-driven decision-making requires data and analytics tools that add visibility into a company’s spending patterns. Along with different types of spend analysis, procurement teams can use data to accurately determine how well their efforts are paying off. 

As you make decisions about vendor relationships, contract management, total cost of ownership (TCO), or even maverick spending, use different types of data analyses that provide relevant insights.

These analyses can include:

Contract spend analysis: Contract spend analysis draws insights from more granular data like individual item purchases. Once purchases are matched with corresponding departments, it’s easier for procurement teams to point out recurring purchases, maverick spending, or overspending patterns. 

Payment terms spend analysis: This analysis helps teams use data to pinpoint vendor discounts that aren’t being used. For example, an internal invoice management system that automates payment processes and quickens transactions can be leveraged to lower expenses via early payment discounts.  

Tail spend analysis: Tail spend is notorious for being an area where companies tend to overspend. A tail spend analysis looks at smaller purchases, like office supplies, to see where additional costs can be cut. Tail spend analyses enable procurement teams to manage spend leakage and control spending patterns with updated company policies.

Category spend analysis: One effective way to control overspending is to run a category analysis. Category analyses give teams insight on which categories use the majority of resources, which categories to consolidate, and where to improve sourcing strategies to uncover new savings opportunities. 

Supplier spend analysis: Analyzing supplier transactions is critical to improving vendor relationships. When teams create a list of their top supplier contracts based on their cost-effectiveness, the data can point them to supplier relationships that need special attention or a better negotiation strategy. 

How Vendr can help you build and execute your procurement strategy

Working closely with your finance, procurement, or IT teams, Vendr is a connected source of truth that companies can leverage to reach their business objectives. Vendr works closely with your team to create or optimize your ideal purchasing process so finance leaders can be in the loop on every dollar spent and get the fairest price available.

With Vendr, every step of the buying experience is tracked and accounted for. Once integrated with your existing system, Vendr ports in data from all connected sources so teams have one unified view of key SaaS buying and management data. 

Learn how much you could save on SaaS with Vendr’s free savings analysis.