The Renewal That Was Never Really Negotiated.
An incumbent supplier, a date in the calendar, and an uplift presented as an administrative fact. The leverage is real and it is usually left on the table.
A day of practice built around your own categories, suppliers and renewals, for the people who agree terms on what the company spends.
Procurement teams negotiate constantly, and usually across from salespeople whose employers have spent real money training them to do exactly that. The gap is in the preparation rather than the people, and it is a gap that closes in a day.
Rounds are written around your own categories and suppliers. These are the shapes they usually take.
An incumbent supplier, a date in the calendar, and an uplift presented as an administrative fact. The leverage is real and it is usually left on the table.
Payment terms, volume commitments, service levels, exit rights and minimums. Teams hold firm on the headline and concede the rest without counting it.
What is actually available when the honest answer is that switching is hard, and how to find out what the other side believes about that.
A category decision that needs engineering, operations, finance and legal to hold the same line, when none of them report to you.
Getting your own organization to back a position before you take it anywhere. Often the harder of the two negotiations and almost never practiced.
Rounds are run from the other side too, which is where most of the useful discomfort sits.
We agree first what the team should be able to do differently afterwards, then build the simulations to get them there. They negotiate, we take apart what happened, and the method is taught against that rather than ahead of it. Each round is harder than the last.
Tell us what is happening. We’ll tell you whether we can help, and say so plainly if we cannot.
Most of what we do starts with one sentence about something that is not working. You do not need a brief.
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