Procurement should take the opportunity to actively shape the selection and cross-functionality of service provider management, and promote targeted improvements and innovations with selected service providers. In this scenario, procurement is specifically responsible for professional and targeted planning and implementation of the tendering processes. This is also dependent on content-related cooperation with the relevant department. As a further part of the process, procurement takes on the role of facilitator, harnessing its commercial knowledge, and the department must ensure that the cooperation runs professionally.
Procurement can quickly arrange a structured tendering process for a supplier competition and a favorable price. Procurement should not, however, leave finding the best price in the hands of the market. For long-term price optimization and economies of scale within the service sector, requirements must be analysed in detail and bundled over the long term.In addition, procurement must ensure that future partners can deliver the desired high-level performance in the long term. Realistic costs must therefore be set out in negotiations. If a service provider gives an unprofitable price, unrealistic deadlines or an order volume above their capacity, out of fear of losing the order, the consequences of the negotiation play out all the more negatively in terms of negative commercial implications and delays. The service provider may find reasons why customers themselves are responsible for the delay and additional costs, and make additional demands, or their performance just does not meet the requirement.