
The cost of ambiguity in tech procurement!
From creating a clear brief, and articulating requirements to communicating your objectives, the ticketing and technology procurement process can be full of ambiguity!

- That ambiguity can so often lead to confusion and a lack of clarity.
- That lack of clarity results in extra costs!
- Not just to the operators, but also to the consultants and vendors that form part of the process.
- Inefficiencies have a knock-on effect, as they have to be absorbed somewhere.
Inefficiencies may result in vendors cutting corners in the sales process and increased business costs and a lack of time may result in a reduction in service elsewhere. Or you may be impacted by a direct increase in costs.
The worst-case scenario is that you’re committed to a technology contract, with years, or if you’re lucky months of unpicking.
If this sounds too much to bear, you’ll definitely want to read on………
The root of successful procurement/sales conversion is the ability to gather and provide information in a way that makes it clear what the best technology partnership is.
ReWork recommends 5 ‘musts’ to cut through the procurement ambiguity
1. Seek the advice and guidance of a consultant long before you’ll think you’ll need one. (At least 6 – 12 months before you actually need to change systems)
- An initial conversion will provide you with guidance on timeframes and allow you to plan well in advance
- Working with ReWork will provide you with advice on the best procurement path that will save you time and money
- Remember consultants are not a cost to your business. ReWork provides procurement expertise and market knowledge that will save you money. We do this by helping you to make the best decisions that don’t add extra project time and cost, and support your choice in the right partnerships that will help your business to grow.
2. Create a clear set of objectives for the project
- Objectives should be high-level and must be SMART; specific, measurable, achievable, relevant, and have a time associated with them.
- Setting objectives and goals with this focus creates tangible milestones and an estimated timeline.
- Once agreed with the wider team/organisation, it’s a good idea to hand these objectives over to someone not involved in your area of business. If they can easily explain the outcomes of your objectives, vendors are more likely to be able to provide concise responses.
3. Articulate requirements clearly
- Even if this means creating extra lines in a requirements document. This will ensure there is less opportunity for vendors to provide vague responses.
- Again ask vendors to quantify their responses. If they are making a statement about their solution/clients they should be able to be precise with their answers – vague answers don’t add value.
- Before you think about using any type of ‘priority’ rating system (MoSow – Must Have, Should Have, Could Have, Won’t ), ask yourself why you’re using it. If it’s to shortlist vendors through the process, ensure your ‘requirement’ is crystal clear and there aren’t 3 questions in 1.
4. Ensure the language you’re using is quantifiable
- Avoid words that don’t provide clarity, e.g small/large/brief/minimal –
- For example if one of your objectives is to provide cost savings. Articulate how much money you’re looking to save, rather than ambiguous terms like ‘Minimal costs’. Minimal costs to one vendor will mean something different to another.
- Great communicators are able to convince people because they can point to specific examples or anecdotes that support the point they’re trying to make and demonstrate exactly how a product or feature will help.
5. Consider the use of your communication style and channel
- Not everyone benefits from the written word – everyone learns/takes in information differently, so communication style, and adapting your strategy accordingly is key.
- If your procurement path requires you to use a public procurement portal why not supplement this with verbal Q&A sessions? You could request vendors to send clarification questions beforehand. What can be lost in the written word, can so often be easily clarified verbally.
- The key to procurement/sales is asking good questions. Great communicators are naturally curious, and that’s especially crucial in sales/procurement — if you’re selling, ask questions first, then answer them later.
In summary…..
- Ambiguity creates problems
- Clear, concise, communication creates opportunities
- When a variety of communication channels and styles are used they create endless benefits to the sales and procurement process.
- Be curious, remember you’re looking to build a partnership, procurement is a two-way sales process.
ReWork is here if you need help!