Performing a supplier cost-to-serve analysis helps you understand the true cost of working with each supplier—not just the price of goods. This accounts for indirect expenditures tied to sourcing, delivery, interaction, and ops. First, compile a complete roster of your current suppliers and map out all engagements and value-added services. Categorize expenses into order entry, shipping, loading.

Collect figures from finance, operations, and sourcing departments to measure the financial impact of all operational touchpoints. For example, if a supplier requires frequent follow-ups or delivers partial shipments, those increase manpower needs and lead time. Calculate the total cost per supplier by adding up all these expenses over a set period—over 12 months.

Then evaluate total costs versus the purchase price paid. A supplier with a low purchase price might have high service costs, making them costlier in total. Identify trends like suppliers who frequently miss deadlines or trigger frequent compliance reviews.

Use this insight to negotiate better terms, consolidate orders with fewer suppliers, or transition to higher-performing vendors. Document your findings and share them with stakeholders to justify strategic procurement changes. Continuously refine the model as logistics, demands, or vendor behavior аудит поставщика evolve. This ongoing process leads to intelligent vendor selection, improved margins, and enhanced vendor alignment.