Vendor management
Define requirements before looking at options
Written before any demo: what the vendor must do, the volume and service level required, what must
integrate with what, and the constraints that are genuinely non-negotiable.
Requirements written after seeing a product describe that product. This is the most common way
selections are decided before they are run.
Separate must-have from nice-to-have and weight them in advance. Weighting after scoring is
how a preferred vendor wins a process designed to be objective.
Evaluating
- Reference checks with customers of your size and use case. A reference running a tenth of your
volume tells you nothing about whether it scales.
- Test the actual failure modes, not the demo path. What happens when data is malformed, volume
spikes, or an integration times out?
- Assess the vendor, not just the product — financial stability, roadmap direction, support
responsiveness, and whether you are a meaningful customer to them. Being a rounding error to your
critical supplier is a risk in itself.
- Total cost including your side: implementation, integration, migration, training, and the
ongoing effort to operate it. License cost is frequently the smaller half.
Terms that matter operationally
Beyond the legal review: service levels with real remedies, support response times by severity,
data export in a usable format on demand, notice periods that give you time to migrate, and price
protection at renewal. The absence of the last two is what makes exit expensive later.
Managing
- One named owner on your side. Vendors without an internal owner drift and renew automatically.
- Review on a schedule against the service levels, with evidence. Vendor-supplied performance
reports mark their own work.
- Log issues. At renewal, a documented pattern is leverage; a recollection is not.
- Diarize renewals well before the notice deadline. Auto-renewal past an unnoticed deadline is
the most common and most avoidable vendor loss.
Concentration and exit
Know which vendors you could not operate without and what happens if one fails, is acquired, or
triples its price. For each, know the exit path and roughly what it costs — an exit plan that has
never been thought through is not an option, it is a hope.
Maintain your own copy of your data continuously where the vendor holds anything critical.
Never
- Sign before you know what leaving costs — data export, notice period, transition support.
- Let the vendor write the requirements you evaluate them against.
- Reach a renewal date without having started the renewal. The auto-renew clause is their leverage.
- Concentrate a critical dependency on one vendor without saying so out loud and pricing the risk.
1---2name: vendor-management3description: Selects, contracts, and manages suppliers and vendors — requirements, evaluation, negotiation support, onboarding, performance management, and exit. Use this to choose a vendor, run a selection process, structure a service agreement's operational terms, manage an underperforming supplier, plan an exit or migration, or assess concentration and continuity risk.4---56# Vendor management78## Define requirements before looking at options910Written before any demo: what the vendor must do, the volume and service level required, what must11integrate with what, and the constraints that are genuinely non-negotiable.1213Requirements written after seeing a product describe that product. This is the most common way14selections are decided before they are run.1516Separate **must-have** from **nice-to-have** and weight them in advance. Weighting after scoring is17how a preferred vendor wins a process designed to be objective.1819## Evaluating2021- **Reference checks with customers of your size and use case.** A reference running a tenth of your22 volume tells you nothing about whether it scales.23- **Test the actual failure modes**, not the demo path. What happens when data is malformed, volume24 spikes, or an integration times out?25- **Assess the vendor, not just the product** — financial stability, roadmap direction, support26 responsiveness, and whether you are a meaningful customer to them. Being a rounding error to your27 critical supplier is a risk in itself.28- **Total cost including your side**: implementation, integration, migration, training, and the29 ongoing effort to operate it. License cost is frequently the smaller half.3031## Terms that matter operationally3233Beyond the legal review: service levels with real remedies, support response times by severity,34data export in a usable format on demand, notice periods that give you time to migrate, and price35protection at renewal. The absence of the last two is what makes exit expensive later.3637## Managing3839- **One named owner** on your side. Vendors without an internal owner drift and renew automatically.40- **Review on a schedule against the service levels**, with evidence. Vendor-supplied performance41 reports mark their own work.42- **Log issues.** At renewal, a documented pattern is leverage; a recollection is not.43- **Diarize renewals well before the notice deadline.** Auto-renewal past an unnoticed deadline is44 the most common and most avoidable vendor loss.4546## Concentration and exit4748Know which vendors you could not operate without and what happens if one fails, is acquired, or49triples its price. For each, know the exit path and roughly what it costs — an exit plan that has50never been thought through is not an option, it is a hope.5152Maintain your own copy of your data continuously where the vendor holds anything critical.5354## Never5556- Sign before you know what leaving costs — data export, notice period, transition support.57- Let the vendor write the requirements you evaluate them against.58- Reach a renewal date without having started the renewal. The auto-renew clause is their leverage.59- Concentrate a critical dependency on one vendor without saying so out loud and pricing the risk.
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