From RFI to Implemented System in 91 Days: How a Modern Industrial Giant Succeeded with Its VMS Project

With increasing demands for compliance, cost control, and access to the right talent at the right time, procurement organizations are under more pressure than ever. A smart Vendor Management System (VMS) can make all the difference. But how do you go from identifying a need to having clear processes, ownership, and a fully functioning system?

Here’s a behind-the-scenes look at a unique project where a Swedish industrial client successfully procured and implemented a VMS in just 91 days. From the first supplier contact to a live solution in production. The project was carried out in collaboration with Inkopio and stands as a fast and successful implementation in a complex B2B environment.

We spoke with the procurement lead and the category manager for professional services to gather their insights, lessons learned, and tips. It’s worth noting that both had previous experience implementing similar systems in other organizations, which helped them move faster this time around.

Here is their best advice for anyone considering or about to embark on a similar journey.

Timing Is Everything. The Need Must Be Felt

“We had been discussing the need to digitize this area for a long time, and everyone understood the business case was strong. But it wasn’t until the volume of consultants increased significantly that the issue became a real priority.”

Many organizations already intuitively understand that consultant procurement needs modernization. But it often takes real pressure, such as rapidly increasing volumes or new regulatory demands, to elevate the issue to leadership level. In this case, the rising volumes were the trigger.

The solution: Be ready with a clear business case, risk assessment, and executive-level buy-in to initiate an RFI.

Dare to Say No. Strategy Comes Before Convenience

“We want to own our talent journey, not outsource the strategy to someone else.”

A key strategic decision was whether to use an MSP (Managed Service Provider) or take control in-house using a VMS. The client chose the latter, enabling greater flexibility and control. While this required more internal engagement, it also created better conditions for building sourcing capacity aligned with business needs.

Define the Process and Steering Committee Early and Do It Right

“We chose a professional procurement process focused on solution proposals and implementation. The people who would use the system were involved from the start.”

Out of about ten known players, a few global providers and Inkopio were invited to submit proposals. These made it clear which vendors could meet the demands for transparency, technical understanding, and clarity.

“We had a clear governance structure. Key people from HR, IT, and procurement were involved from the beginning.”

To avoid bottlenecks and backtracking, the right roles were engaged early. The steering committee had a clear mandate and was able to make quick decisions. This is crucial in high-paced projects where implementation runs in parallel with daily operations.

The Small Big Impact. What Mattered Most in the Selection?

“Inkopio stood out with their clarity. In their materials, responses, and technical understanding.”

What impressed most wasn’t scale but clarity. Inkopio’s documentation, demo, and references were concise yet highly relevant. And they came from people with deep business understanding.

“Inkopio made a strong impression. They really knew their tech. We were also positively surprised by their contract structure, even though they’re a smaller player.”

The evaluation was based on both quantitative and qualitative criteria. Key factors that carried extra weight included:

● Engagement: Can we work well with this partner?
● Fit for Purpose: Is the system easy to use, does it support key processes, and is it adaptable to change?
● Implementation: Is there a realistic plan and proven ability?
● Digital Fit: Security, API access, and technical flexibility
● Terms and Costs: Transparency and structure in both pricing and responsibilities

Risk Management in Practice. And What Happened Next

Once the procurement was finalized and the contract signed, the implementation project followed a clear timeline with multiple tollgates to ensure progress. Still, risks remained:

● Internal shifts in priority
● Key people leaving
● Overly ambitious implementation scope
● Dependencies on other ongoing or planned projects

The system went live on schedule. But post-launch, more focus was required on maintenance than originally expected. One key lesson: go-live is only the beginning. Ongoing internal attention is needed to optimize the process.

Conclusion. It’s Possible If You Get It Right from the Start

Procuring a VMS is not just about technology. It is about governance, courage, and making the right decisions at the right time. With a clear business case, internal engagement, and a partner who is both responsive and technically strong, you can achieve a lot.

This project proves that it’s possible. And shows exactly how.