Accept It! You ARE Selecting Obsolete Tech.

But that’s not necessarily a bad thing.

In a recent LinkedIn article, Joel said that digital procurement is like a pie eating contest, and while we’re not sure we agree, he made one valid point:

The system you select is already heading toward obsolescence the moment you go live.

But it’s worse than that!

1) It’s heading toward obsolescence from the minute the implementation starts … you have no idea the technical debt in the systems you are being sold today from the build fast, scale faster, fix it later mentality infused by VCs and most PE firms!

2) It was probably obsolete when you selected it, especially if you chose a vendor who has been leading the same Gartner and Forrester maps for 10 years with no significant changes to their product or platform!

3) Even worse, chances are that the process you digitized makes you outdated anyways and keeps you that way — digitization is the best time for identifying not how things work, but the way they should work to maximize efficiency and minimize risk (and that’s not, as we continually point out, jumping on the Gen AI / Agentric AI bandwagon and being blinded by the hype).

4) Moreover, you really shouldn’t need different channels (i.e. completely different apps) to source, just different workflows and interfaces, but since most providers don’t do more than one category (among indirect, direct, services, capex projects, etc.), you likely need MORE apps. Moreover, few suites have more than one or two modules that are truly best of breed (despite their claims), so if you don’t plan for the constant upgrades and bolts ons … well … you won’t be ready when you have to select and implement one quick, and then you’ll have even more obsolescence than you planned for.

That doesn’t mean that you should give up on modern tech because it’s all obsolete, because it’s not, and the good vendors recognize this and continually update their tech to minimize the obsolescence. It does mean that you need to be very careful when selecting your tech to find a solution that has minimal technical debt, is beyond where you are at today with respect to the processes it supports, and is being continually enhanced by the vendor. If the vendor offers a truly best of breed solution, is beyond where you are today, and has a track record of keeping up with best practices, and best tech, it’s likely a good vendor.

Especially if the tech today is considerably enhanced against the tech it had two to three years ago (which you should be able to determine by looking up old demo videos, articles, independent reviews, etc.).

However, if you can’t tell any difference between the (mega) suite tech being pushed at you today vs. what the (mega) suite tech were advertising five years ago, then you should probably stay away. Far, Far Away.

Wham Up Your Direct Sourcing with EffiGO!

EffiGO might not be a name you know, as they spent the first decade building, deploying, and growing primarily in India (where they have over 150 enterprise customers including some of the largest names in India in Construction, Manufacturing, CPG, Automotive, IT, Pharma, and Chemicals and have sourced and procured over 25 Billion in Spend), but they now have a growing presence across Asia, the Middle East, and are just starting to expand into Europe (with America coming soon).

However, it now is a name you should know because they built the system from the ground-up to be a complete purchase requisition to invoice approval system with all of the key sourcing and procurement steps in between for indirect (and tail spend), direct, rate-card based services AND complex (project) procurements for their customers — whatever their customers needed. And the foundational “plan to pay” from purchase requisition to ok-to-pay suite can be obtained by a LMM or SE (Large MidMarket/Small Enterprise) at an annual license cost starting at 100K. Integrations, and they highly recommend integrating to the ERP (where they have integrated with most major ERPs multiple times including, but not limited to SAP, Oracle, Infor, Dynamics, etc.), custom configurations, and services are extra, as with any other major player, but the license cost makes it affordable for the mid-markets who need a direct/complete sourcing solution.

The core of the EffiGO platform is broken into two main modules that cover the two main work streams:

Plan to PO

The Plan to PO component consists of the creation/acceptance of the Purchase Requisitions (which can be pushed from the ERP or manually created in the platform), the creation and execution of the sourcing events, the selection of the award, and the definition of the contract that orders will be made against.

Once a Purchase Requisition is pulled in from the ERP or manually created by a user in another organizational department, the user will see it in EffiGO and can pull it up, see all the details, edit those details (including, but not limited to the goods and services requested, the units, the delivery dates requested, the payment terms, etc.) or request an edit if they don’t have the authority, and approve it for sourcing.

With respect to core sourcing, the platform supports:

  • RFX – Quick
  • RFX – Full (with or without TechnoCommercial Evaluation)
  • Auction
  • Reorder (from a past RFX created in the last quarter)
  • Order from Catalog (for products where [rate] contracts are in effect)

RFX (and auction) creation starts by selecting one or more approved requisitions to kick-off an RFX (or auction) process, selecting the event type, entering basic information (name, business unit, event owners, business unit, desired delivery locations, currency, etc.), and determining whether the event only requires commercial specifications and terms or detailed engineering/technical review and a weight-based award based on commercial terms and product/supplier review.

Note that the system will inform the buyer if one or more parts or items in one or more of the requisitions they select is either in inventory and/or already under contract and can just be fulfilled without going through a sourcing event.

Once the basic event criteria have been defined, and the items and quantities confirmed, the user is walked through the remaining configuration steps that include:

  • documentation – standard organizational terms and conditions, NDAs, and other project specific documents (which can be pulled in from a central library) or uploaded
  • price tables – the platform supports pre-configured bidding templates for different categories and products (that can be associated with any level of the product and service hierarchy they support), which can include non-price components, and the user just needs to select one
  • vendor selection – the buyer can search for vendors by group, category, location, etc. and add them one at a time or in groups
  • dates: clarification questions, bids, follow-ups (if requested), notifications, etc.
  • review criteria: techno only – select the template that will be used for product/services/vendor review and scoring

Note that since the requisitions can be pushed in by the ERP, they can range from a requisition for a single item to a requisition for a complete bill of materials, each item or part can be associated with its own cost breakdown table defined in the EffiGO platform, each part can have its own associated documents, including drawings and detailed product specifications, which can be included in the ERP push, pulled in from the EffiGO library, or even pulled in from a (n optional) PLM integration, and the cost tables can also include service cost rate tables as well. To make bidding easy for the suppliers, the bid sheets can be pulled down into Excel (and then re-uploaded), and that can be done on a product or event basis (and then the workbook will be multi-tab if different cost models are required for different parts and/or service rate cards).

If the sourcing event is being awarded on commercial terms only, then the application will select the lowest bids at the part, bundle (grouping), or RFQ level for award, and if the buyer approves, the award selection(s) can be output for offers, letters of intent, and contract negotiations, one per supplier. If the sourcing event is on commercial and technical, the commercial are auto-scored and the buyer scores the technical components, and then the award can be auto-computed in the application according to the award level.

Once a contract has been signed, it can be uploaded with all of the terms and conditions defined (and all meta-data from an associated event can be associated with the contract), and custom completion requirements can be specified in the meta-data to make sure that all POs go out with those requirements (and they are not forgotten — more on this in our discussion of the PO to Pay module).

PO to Pay

The PO to Pay component consists of the creation of the purchase orders, the management of the purchase order and assurance of contract terms and conditions, the management of associated communications (acknowledgements, change requests, ASNs, etc.), the acceptance of the invoices against the orders, the processing and approvals, and the creation of an ok-to-pay push notification to the payment system.

When a buyer is ready to place an order, the buyer can create a purchase order:

  • off of an RFQ
  • off of one or more catalog items which may or may not be under contract (but are approved for purchase)

As with sourcing, if the buyer selects an item that is already in inventory or under contract (and can be requisitioned without any approvals), the system will inform the buyer.

As with any other system, a purchase order consists of items, units, approved pricing, delivery locations, dates, and other key pieces of information. Unlike other systems, the buyer can specify a full host of requirements that must be met before the PO can be issued, acknowledged, and dispatched against which include, but are not limited to:

  • whether an Ack(nowledgement) is required
  • whether acceptance is mandatory
  • whether an ABG (Advanced Bank Guarantee) is required
  • whether a [C]PBG ([Contract] Performance Bank Guarantee) is required
  • whether a LC (Letter of Credit) is required
  • whether the vendor needs to submit any technical documentation
  • whether the requesting buyer needs to provide the vendor with any instructions or documents
  • whether stage monitoring is required (and what the stages are; these can be selected from pre-configured or PLM lists)
  • whether transportation is in the scope of the buyer or vendor
  • whether the vendor is required to submit dispatch instructions
  • other potential organizational specific requirements around purchase orders (for certain products, services, or categories)

When a vendor receives the purchase order, they also receive all of the associated documents and information provided by the buyer along with all the instructions they need to follow and requirements they need to meet to make a delivery AND get paid for it.

Once a vendor has dispatched (part of) a purchase order (which is also tracked against an RFQ to make sure that they never dispatch more units than they have been approved for), they can submit an invoice, which is associated with the order, which goes into an approval queue. Approval chains can be configured to be as simple, or complex, as needed, with as many steps as necessary.

Catalogs are buyer maintained. Suppliers can upload and submit catalogs to the buyer, but they don’t go live until approved by the buyer, who can accept or reject items and pricing. Once awards have been made and/or contracts have been signed after the issuance of a sourcing event, the buyers can create catalog items with the details and pricing, and mark them as under contract if a contract is signed or the rates are approved (if the supplier is willing to honour the quotes in the latter case).

Catalog items can have as many buyer standardized fields as needed to completely specify the item, which can be searched by type, category, supplier, location, status, and keywords against key fields. All items can be associated with their proper place in the organizational category hierarchy, which can be as deep as required. (Note that vendors can identify the categories they service up to Level 4 in their profile.)

Vendor Management

Required vendor information management is embedded throughout the process and is included with both of the core modules and includes vendor onboarding as well as ongoing information management, reviews, status updates (which can block on a category, unit, or organizational level), and insights (through the built-in reporting).

Vendors can be loaded from the ERP on implementation or created inside the platform. Vendor profiles in EffiGO consist of basic corporate details (type, corporate id, taxation registration, primary category, HQ, etc.), deep business details (registered and correspondence details, production locations, etc.), financial info, registration & certifications (statutory, documents, etc.), sustainability information, declarations, and audit log. Additional forms can be configured on implementation to capture any additional information that the buyer needs to track.

In addition, the buyer can maintain the vendor status and whether or not they are approved on a division, or even category basis. Unapproved vendors can be invited to events by an authorized user, but cannot be sent POs, or approved for payment.

Vendor Portal

A vendor has their own portal to interact with the buyers on the EffiGO platform. While they will get email notifications of every sourcing event, change, award, contract offer, purchase order, change, information request, etc., many actions will need to be taken through their portal (for which they will get a direct link to do so in the e-mail). This is because communications, acknowledgements, change requests, etc. need to be associated with the right event or purchase order, key documents need to be secure, and the organization needs to make sure invoices (with payment instructions) are not tampered with.

Summary

EffiGO is a very different kind of platform — one that was built to serve manufacturing clients in Construction, CPG, Automotive, IT, Pharma, and Chemicals from the ground up and one that ended up being a direct-focussed system that can also handle indirect, services, and complex project procurements as well! It’s a name you don’t know, but if you have a mix of direct, service, and indirect needs, one you should know — especially if you are based in EMEA where EffiGO is currently expanding to!

Technobug
Technobug
Technobug
Technobug

It puts the boom-boom into my heart (hoo-hoo)
It sends my soul sky-high
When the PR starts
Technobug into my brain (yeah, yeah)
Goes bang-bang-bang
‘Til my keys do the same

But something’s bugging me
Something ain’t right
My best friend told me
What he did last night
When I was sleeping in my bed
I was dreaming
But I should’ve been Sourcing instead

Wake me up for EffiGO-go
Don’t leave me hanging on like a yo-yo
Wake me up for EffiGO-go
I don’t wanna miss it when we hit that high
Wake me up for EffiGO-go
‘Cause I’m not planning on Sourcing solo
Wake me up for EffiGO-go
Lets get Sourcing tonight
I wanna hit that high, yeah yeah!

Why Are You Still Buying That Fancy New Piece of Software That

  • Could Get You Sued?
  • Increases The Chance You Will Be Hacked!
  • Could Result in a 100 Million Processing Error?
  • Could Shut Down Your Organization’s Systems for Days!
  • Helps Your Employees Commit Fraud?

If someone told you this when evaluating a piece of software, and asked if you wanted to buy it, I’m sure the vast majority of you would say HELL NO!

In which case I want you to please tell me, why are you all still riding the AI Hype Train, Buying, and Using Gen-AI everywhere?

It has already resulted in lawsuits and losses!
The Air Canada lawsuit over the Gen-AI chatbot is just one notable well publicized example.

AI systems are AI coded, and AI code has a much greater security risk
as it generates code using training repositories that contain large amounts of untested, unverified, and high risk code — generating code so full of security holes it’s a hacker’s dream! (See this great piece on the ACM on The Drunken Plagiarists.)

AI systems negotiate on the data they have
and with a single decimal point error and you could be paying 10X what you need to. Not to mention, they don’t always translate right. Remember, the Experimental AI DOGE used claimed an 8 Billion savings on an 8 Million contract!

Bad data generated by an AI system and fed into a legacy system with poor data validity checks can shut it down.
Plus, Gen-AI can also push out bad updates faster than any human can and you can easily have your own Crosslake situation!

Now it’s being used by employees to generate fake receipts
that look so real that, if the employee does a few seconds of research (to get the restaurant info, current menu prices, tax code, etc.), you can’t distinguish the generated image from the real thing. And, before you say “Ramp solves this”, well, it only does if the employee is lazy (which, let’s face it, is human nature, so you’ll catch about 90% of it). But what happens when a user strips the meta data which, FYI, can be as easy as taking a picture of the picture … oops! (And if you’re a hacker, running it through a meta data stripper/replacement routine is even easier as you’re just hotkeying a background task.)

AI is good. Gen-AI has its [limited] uses. But unrestricted and unhinged mass adoption of untested, unverified AI for inappropriate uses is bad. So why do you keep doing it?

Especially since it’s now proven it’s worse for you than some illegal drugs! (Source)

Features ARE NOT Applications; But Applications Require Features!

THE PROPHET recently asked What Procurement Tech Product Categories Were Really Just Features All Along? Which is a great question, except he cheated.

He cheated with the first 5!

  • Supplier performance management
  • Supplier quality management
  • Supplier information management / supplier master data management
  • Supplier diversity
  • Supplier risk management (not supply chain risk!)

We’ve known for years it should be one Supplier 360 solution! (Even though no one offers that when you consider all of the elements that should be there. Heck, none of them even offer the 10 basic CORNED QUIP requirements … in fact, good luck finding a solution that offers 5 of those requirements among the 100+ supplier management solutions).

He you cheated again with the next 3!

  • Should cost / cost modeling (for procurement, not design engineers)
  • RFX and reverse auctions (when not bundled with broader capabilities or services)
  • Sourcing optimization

We’ve also known for yours it should be cost-model and optimization backed sourcing (auction, RFX, hybrid, single source negotiation, etc.) … otherwise, it’s an incomplete solution. But only a fraction of the 80+ sourcing platforms offer true optimization (less than 10) and fewer still do extensive cost modelling. (Note that we are focussed on modelling, not cost estimation — that requires data, and that can, and probably should, be a third party data feed.)

And he was wrong on the last front.

Real Spend Analytics should be standalone. Wrapping restricts it! The modules you use should provide all the specific views you need, but the reason that spend analysis quickly becomes shelfware in most organizations today is the same reason it became shelfware 20 years ago … once you exhaust the limits of the interface its wrapped in, it becomes useless. Go back to the series Eric and I wrote 18 years ago (which you can since Sourcing Innovation didn’t delete everything more than a decade old when it had to change servers in 2024, unlike Spend Matters when it did its site upgrade in 2023).

But Very, Very right in that features are not applications!

And very, very right in that too many start-ups are launching today as features (which will only survive if acquired and rolled up into existing applications and platforms), and not solutions. While apps dominate the consumer world, in business there is not always an app for that, and, frankly, there shouldn’t be. This focus on point-based apps is ridiculous. It’s not features, it’s functions. It’s not apps, it’s platforms. It’s not orchestration (and definitely not spend orchestration), it’s ecosystems!

Recent stats, such as those published by Spendesk put the average number of apps a business uses at 371, with an average of 253 for SMBs and 473 for enterprise firms. WHAT. THE. F6CK? This is insane. How many departments does an average organization have? Less than 10. How many key functional areas? Less than 12. Often less than 10! How many core tasks in each function? Usually less than 6. That says, in the worst case, an enterprise might have 72 distinct critical tasks which might need their own application (but probably not). This says that SMBs have at least 3 times the app they should have, mid-size organizations at least 5 times, and enterprises at least 7 times. That is insane! No wonder there are so many carbon copy SaaS optimizers (as we covered in our piece on sacred cows), because if you have that many SaaS apps, you have features, not applications. And you need to replace sets of these with functional applications that solve your core problems.

(And if you want to know how to prevent app sprawl, before buying yet-another-app, ask yourself “is this supporting a function that should be done on its own, or just a task that should be part of an existing function” … if the latter, it’s a feature, not an application, and if the application it should be part of does not have an upgrade/module that supports the task, then you have the wrong application and it’s time to replace it, not pointlessly extend the ecosystem!)

Time to Get SaaSy with SaaSRooms!

If you’ve been following along, we don’t have to tell you again how much money is wasted on the IT category every year (about 1.5 Trillion), how much is wasted on SaaS and Cloud spend alone (about 500 Billion), and how much you are probably wasting (about 30%).

We’ve told you there are options out there to get SaaS spend under control (along with the other sacred cows), but they aren’t all equal. And understanding the differences is key to selecting the right solution … which is critical to extracting the value you expect.

In order to extract value from a SaaS optimization platform, you need to understand:

  • how many solutions you really need
  • how many users are actually using the solutions you do need
  • whether they have the right licenses
  • how much you should be paying for those licenses based on market averages
  • … and so on!

If you’ve been following the stats, most organizations have three to five times as many app subscriptions as they should have. (Features ARE NOT Applications) The first key to savings is to get rid of the subscriptions you aren’t using at all as soon as you can. (And the second is to see how many of the applications that are being used can be harmonized so that some that are more or less duplicates of others can be eliminated over time.)

Then you need to figure out, of the applications that are being used, how many users are actually using them regularly — not just signing up for them when asked to do so or signing in once a quarter to get a report that they could be emailed. The next biggest way to save money is to minimize the licenses.

Then you need to figure out if you have the right licenses, especially if you are subscribing to module / application packages. If you’re subscribing to a suite, chances are not every user needs every module, even if it’s just a Microsoft office suite. Most users only use Outlook, Word, Excel, PowerPoint, and Teams … at most. Some won’t even use PowerPoint (if they don’t do presentations) and others, if they’re always in the office, will have no use for Teams. If you have hundreds of users with the full basic pack of 5 – 7 applications (because Microsoft loves to sell you on Visio and Project as well) and the majority only use 3, that’s a huge amount of money flowing down the drain.

But just getting rid of unused apps and optimizing licenses by employee isn’t enough, you still need to make sure you’re paying market rates, or you’ll still be paying a good 10% to 20% more than you should be.

None of this is easy.

  • how do you know what apps aren’t being used when you never created an infrastructure to track utilization? and do so in a manner that’s not burdensome on your employees?
  • how do you figure out if you can get rid of a license if it hasn’t been used in the past 30 days?
  • how do you figure out what the right subscription is for each user when it depends on what they use, what they need to use, and a very convoluted set of package offerings from the vendor?
  • how do you figure out what you should be paying when vendors do their best to convolute average market pricing to the greatest extent possible?

But SaaSRooms makes it easy by:

  • offering a ShadowSense browser extension that tracks what apps your employees actually use without interfering with their work
  • including automated integrated surveys which will automatically ask an employee if they are (still) using an application that hasn’t been used in the amount of time it should be used in if it is used on a regular basis (and, furthermore, the application can help you qualify license needs through role requirements, workflow demands, and usage patterns)
  • providing a deep understanding of standard packages from some of the major vendors, including Microsoft (and can break it down no matter how convoluted the reps make the pricing tables out to be)
  • drawing insight from deep data on market averages and know exactly what you should be spending

And then doing the analysis that needs to be done to identify the potential savings and, more importantly, when they can actually be realized.

But let’s back up to what SaaSRooms is and what truly makes it different and valuable. And to do that we’re going to go beyond the website marketing (because if they don’t say “AI” no executive will take them seriously, because the analyst firms are driving that hype train full steam ahead) and talk about what makes SaaSRooms different.

Fundamentally, SaaSRooms is a SaaS Spend Analysis platform, built by an ex-Simfoni founder specifically to do SaaS spend analysis to help organizations attack one of the most significant areas of overspend that traditional spend analysis systems couldn’t address. They do this by marrying AP, contract, employee and utilization data in a way that allows them to extract the deep insights they need to create a realistic savings plan you can actually realize.

That last point is worth diving into. They are more than just a platform, they are a managed service that works with you to develop a realistic plan that will deliver the savings you expect. (Their clients see anywhere from a 10% to 30% savings, and generally see a 10X ROI within two years, if not within a year. Moreover, the vast majority see a return within the first quarter after the first wave of opportunity has been addressed [including two clients who have permitted the publication of public case studies where they saved almost 300K in the first 90 days], and they are identifying an average of almost 6M in wasted SaaS and Cloud spend per client.)

Their ability to generate a realistic saving plan that you can accurately capture is one of the main differentiators. It’s easy to collect a stack of cost data across a hundred clients, compute market averages, compare that to AP data, and generate savings projections … but much harder to determine how much of those are actually realizable, and when. The reality is that if the contract has a year left, you just can’t cancel it. While many vendors will let you reassign licenses during a contract, most will not let you cancel it or reduce spending below a threshold (so you need to optimize it to the best of your ability until you can reduce spending or cancel the contract if you need to) — which means you need a staged plan that you can address in waves.

Since SaaSRooms collects, and connects, all of the relevant data, it can group the contracts into waves based upon when they can be (re)negotiated, along with giving you the insights to optimize them at the right time. (And, of course, based on these insights they can automatically mine and bubble up the insight at the right time and slot it into the right part of a multi-stage plan, and then they will create a step-by-step plan for you with verified opportunities based on the data).

The tool not only collects and connects all of this data, it centralizes it in a manner that is both easy to understand and to query in a manner you are comfortable. If you are a real analyst with real analytical (math) skills, you can drill through the data like you could in any other spend analysis tool. If you’re a business user who likes to chat with your applications, then you can use the GPT layer to ask questions and get the answers (and widgets) you are looking for. If you are an executive who just wants a summary of the plan, the built in AI layer will create an executive summary for you.

When you log in to the platform, you get the dashboard which summarizes the key SaaS metrics, the savings potential by stage and month, the current license utilization, pending renewals by month, compliance coverage, cyberthreat (if you have the cyber data integration), user anomolies, and summaries of your stack, from largest to smallest spend.

From here you can drill into one of they two main platform interfaces: Optimize and Manage.

Optimize is where you can drill into each app to evaluate and optimize the opportunity on an app by app basis. When you enter the Optimize interface, on the main Overview screen you see key metrics (app count, provisioned licenses, total spend, contracted %, users, and average utilization percentage). In addition, you see for each app the category (level 2), the amount being spent, number of licenses, number of active users, and inactive licenses. Drilling into an app on the App Summary screen you see all of the metrics on an app basis along with additional details on contract date, contract expiry date, payment method, key/managing user, spend breakdown by month, user count by month, logins by user, etc. You can also dive into renewals to date, pricing details, forecasted spend, etc.

Finally, you can dive into the savings plan summary, strategy overview, and opportunities. The application will summarize your total spend, addressable spend, and the overall opportunity. From here, you can drill into the savings forecast by quarter based upon the addressable spend in each quarter. From here you can drill into the quarterly summaries, broken down by application, and then drill into the individual opportunity which will give you all of the license and cost data and how much can be saved by reducing and optimizing licenses across actual users.

And, of course, you can quick-jump to the savings strategy report that summarizes the:

  • current technology landscape
  • optimization opportunities
  • overlapping technologies
  • cybersecurity contract optimization
  • market-driven optimization optimization
  • implementation roadmap

Moreover, because these reports can be generated by the embedded AI technology, they can be updated at any time by the client. This is critical because SaaS usage patterns will change, terms and conditions will change on renewal, cloud costs and compute requirements will evolve, and so on and the platform will automatically identify and revise your opportunities on an ongoing basis and this allows you to see overall trend adjustments at a high level at any time.

The end user organization has full control over opportunity management and can accept, modify, or reject all of the opportunities identified by SaaS Rooms as well as create their own from scratch if they so choose.

Plus, SaaSRooms also tracks cloud spend and utilization versus contracts and buckets and allows an organization to track, manage, and optimize their cloud spend as well as the platform will identify and detect:

  • under-utilized instances
  • abandoned instances
  • instances ready for shutdown
  • unattached (storage) volumes
  • obsolete IPs
  • obsolete images
  • reserved instance opportunities
  • obsolete snapshots
  • abandoned buckets
  • un-deallocated instances
  • abandoned streams
  • migration opportunities
  • etc.

Once the optimizations have been selected, users can enter the Manage module where they can not only see the key metrics summarized at a glance, but dive into the

  • backlog opportunities that are overdue to be addressed
  • scoping projects in progress to evaluate the full extent of the opportunity that can be addressed
  • negotiations in progress and the data that will help you achieve your goal
  • contracting efforts in progress and where they are
  • completed opportunities and savings realized

And, if the organization realizes that they have multiple applications that should be replaced by a single application, or is missing from their stack, in the Reach module they have their software marketplace where an organization can buy SaaS packages at pre-negotiated rates from the marketplace, where the rates are typically better than what a mid-sized organization can secure on its own (as with any software GPO marketplace).

And if the contract should be renewed, the built-in negotiation intelligence will help an organization secure better terms and pricing. Plus, the proactive contract management controls will ensure the buyers get early notification of upcoming renewals, up-to-date market rates, real-time insight into actual usage, and insight into negotiation strategies that are typically successful with the vendor.

When you put it all together, SaaSRooms is a great tool for

  • Finance as they have complete visibility, can monitor projects, control approvals, and adjust budgets accordingly
  • Procurement as they have a complete overview of current vendors, contracts, adjustment capabilities, renewal dates, identified, and captured savings (from rate and waste reductions)
  • IT as it can track the entire SaaS stack used across the organization, manage users, and plan for utilization

as it can be fully utilized self serve but, as we indicated, also includes managed services to get the organization up and running quickly and identify the initial multi-stage savings plan (and ongoing guidance over time as desired).


Ooh, the way that you spend it
Makes me go crazy, show me you can end it
You could be saving more
Ooh, the way that you buy
Makes me go crazy, show you I can end it
You could be saving more

Much more
Much more
Much more

Get SaaSy, now, get SaaSy
Get SaaSy, now, get SaaSy
Get SaaSy, now, get SaaSy

Savings
Now (much more)

After all, it’s better these days if that New Thang is SaaSy!