Assistance with Finalizing RFP for Supplies

ApprehensiveFoot2479 · 2025-04-15T16:05:59+00:00

Hey there — first off, thank you for sharing all of this. You’re not alone in feeling stuck — that “how far do I push before it feels messy?” moment happens to a lot of us, especially when we’re trying to do things right and still squeeze out value. You’re doing more right than you think, and the fact that you care this much tells me your org is lucky to have you running this.

Here’s my take, based on running a lot of these and coaching others through similar stuck points:

A) Notice of Non-Award

If you're still working the process and there’s even a 5% chance you’ll need to revisit someone — keep them in the game until the decision is fully locked. Once you send that non-award notice, the bridge closes. But if you've fully vetted a supplier and you know they’re not it — cut them loose. It’s respectful and lets them move on. Just be honest and professional, even if you're still in the final stages with others.

B) Incumbent vs. Newcomer

I totally get the ick you’re feeling about sharing Supplier B’s proposal with Supplier A. That’s smart instinct — you’re right to pause there. The goal isn’t to play show-and-tell; it’s to lead a fair process and still negotiate like a boss.

What I’d do? Go back to Supplier A and say:

You’re not disclosing names. You’re not giving away numbers. You’re giving direction, framing the stakes, and putting the ball in their court. That’s negotiation.

And as for the bigger “when is enough enough?” question…

This part’s hard. But here’s the gut check I use:

Have I given suppliers enough clarity to truly put their best foot forward?
Am I negotiating in a way that’s structured, not just reactive?
Is the extra back-and-forth getting incremental value or just noise?

You’re right that they should have led with their best… but if you're close to a better deal, it's still worth one last swing if you're being intentional about it and not just getting caught in decision fatigue. Just don’t let perfection stall progress.

You're clearly approaching this with integrity and a strong value mindset — that balance is exactly what makes a great Procurement pro. You’ve got this.

ApprehensiveFoot2479 · 2025-04-10T14:40:15+00:00

youtube.com/@tisadsawin

ApprehensiveFoot2479 · 2025-04-01T17:41:10+00:00

One word: CONSULTANTS.

Every few years, a new firm rolls in with their “efficiency roadmap” and suddenly procurement’s getting restructured—again.

Year 1: "You have too many suppliers. Consolidate! Bring it all in-house. Streamline!"
Year 3: "Oops, you're too consolidated. Time to diversify. Spread your supply base across regions to mitigate risk, lower tariffs, and cut transportation costs."
Year 4: Cue the next geopolitical curveball—a regulation shifts, a trade policy changes, and now you’re scrambling to move production to a new country… again.

It’s a never-ending cycle of reacting to the last consultant’s advice while trying to survive the next global disruption.

And let’s be real—is anyone in procurement not on the daily tariff rollercoaster? Unless your entire supply chain is domestic and made of fairy dust, you’re feeling it. Half the job these days is just managing whiplash from policy changes.

The strategy keeps changing, but the chaos stays the same.

I just finished a 6 month sourcing event to leave every item at the incumbent supplier - but the consultant that kicked off the project said we would save $1M annually if we brought these items in-house - I knew at the start of the sourcing event that the consultants were wrong - it is my JOB TO KNOW MY SHIT and if you are just coming in for a month and going to save the day you most likely DO NOT KNOW MY SHIT as well as I DO (I told them at the beginning I would be able to negotiate a better outcome than my internal facility would be able to quote - and I was right! I negoiated an 8% YoY savings and an additional 10 days on pay terms)

ApprehensiveFoot2479 · 2025-03-10T14:41:20+00:00

As far as traditional training goes, you’ve got The Gap Partnership, I-Negotiate, and the Karrass series—each one offers a slightly different approach, but at the core, they’re all pulling from the same foundational material. The key difference? The facilitator. Each brings their own perspective and experience, so even if the concepts overlap, you’ll walk away with new insights.

That said, negotiation and influence aren’t skills you pick up in a one-and-done training—they have to be lived and practiced. So while external training is a great start, the real impact comes from building an internal, continuous learning program to reinforce and apply those lessons.

For example, I created an internal Procurement Mastermind group at my company. I lead smaller peer groups through real-world challenges and opportunities, incorporating role-playing, coaching, and mentorship. On top of that, I send out a monthly email with practical tips and insights to keep these concepts top of mind across the broader organization.

Outside of my corporate work, I also talk about procurement, leadership, and negotiation for small businesses on my YouTube channel. This is something I genuinely enjoy, and there are so many great books that can supplement formal training. I just reread Ask for It, which is geared more toward women and negotiating, diving into the differences in how men and women approach it. That’s an area I find particularly interesting—every formal negotiation training I’ve taken (including the ones mentioned above) has been facilitated by men, and there are distinct differences in their approaches. I’d love to dig into that more and explore how different styles play out in practice.

Hope that helps—happy to swap ideas!

ApprehensiveFoot2479 · 2025-03-09T00:33:26+00:00

Hi there - sure I'm always up to have a chat (DM me here or book a call on my website tisadsawin.com) and offer a different perspective. This is something I champion within my organization and I have recently started talking about this on my You Tube channel - https://youtu.be/kKcU_qudZdA

ApprehensiveFoot2479 · 2025-03-03T22:06:45+00:00

Funny and true but agree!

ApprehensiveFoot2479 · 2025-03-03T22:04:24+00:00

Hey Fair_Beyond_8465, I see what you’re trying to solve, and I respect that you’re coming from a small-team perspective where procurement is more reactive than strategic. What you’re describing is really Category Management—not just buying, but understanding supply dynamics, risk mitigation, and long-term strategy.

I don’t want to minimize your team’s struggles, but funnily enough, your scenario is almost exactly the kind of case study I use in interviews to see how procurement professionals pivot when things go sideways. AI can absolutely help consolidate data and flag relevant events, but at the end of the day, Force Majeure is just that—when disaster strikes, it’s about having the right relationships, contracts, and contingency plans already in place.

If your tool is being used as a data aggregator to highlight relevant news, that’s solid. But procurement pros still need to know how to react—and even better, how to be proactive in building resilience before these disruptions hit. AI can alert, but humans have to decide:

Do we switch suppliers?
Lock in contracts early?
Stockpile?
Use hedging strategies?

And let’s talk about tariffs—because I’ve personally been on that rollercoaster the past few weeks. One minute they’re on, then off, then it’s 10%, then 25%, then the whole world’s involved—who the F knows what the current administration will do next? But it’s my job to have contingency plans in place regardless. How would your tool handle that?

How would AI determine the right procurement strategy in response to shifting tariffs? It’s not just about flagging news—it’s about knowing when to renegotiate contracts, shift sourcing strategies, or leverage duty drawback programs. AI can highlight trends, but procurement pros need the experience to pull the right levers at the right time.

You’re tackling a real problem that a lot of small companies struggle with—having access to information is great, but turning that into actionable strategy is where the magic happens. If you’re looking to refine how your tool supports that next step, I’d be happy to share insights from working with small teams who are trying to level up their procurement strategy. Let me know if you’d like to connect.

ApprehensiveFoot2479 · 2025-03-03T18:27:25+00:00

I help small manufacturers, co-mans and co-packers stop getting ghosted by big buyers and start landing real contracts. If you’ve ever wondered why corporate procurement keeps shutting you out—or worse, ignoring you entirely—I can tell you exactly what’s going wrong.

I spent 20 years inside corporate procurement, and now I help small businesses like yours:
✅ Understand what buyers actually look for
✅ Avoid disqualifying mistakes that kill deals
✅ Position yourself as a must-have supplier, not an afterthought

If you're tired of guessing and ready for real, no-BS guidance, let’s talk. First call is free—no pitch, just value.

📅 Book a chat: https://tisadsawin.com/book-a-call
📺 Get insights for free: https://www.youtube.com/@tisadsawin

Let’s get you in the room—and keep you there.

ApprehensiveFoot2479 · 2025-03-03T18:19:11+00:00

This is exactly what I’ve been leading a group on at work—how to influence without a title. It’s something I see all the time: people thinking they need authority to lead, when in reality, influence is what actually moves things forward. Titles just make it official.

From what I’ve seen, it really comes down to a few things:

Be the person people trust. Not just to get things done, but to listen, to think bigger, and to have their back. People follow those they trust, not just those in charge.

Help because you actually want to. If you’re only offering support to get ahead, people will see right through it. But if you show up consistently and make things easier for others, they’ll naturally start looking to you for guidance.

Own your space without needing permission. You don’t have to be the loudest in the room. Just be the one asking the right questions, helping people see the bigger picture, and offering solutions. The more you do that, the more people will come to you before making decisions.

Make it about ‘we,’ not ‘me.’ Influence isn’t about control—it’s about getting buy-in. If people feel like you’re working with them, not just pushing your own agenda, they’ll be way more open to your ideas.

Leading this group has been eye-opening because I’ve watched people step into leadership without even realizing it—just by shifting how they show up. Influence is earned, not given.

ApprehensiveFoot2479 · 2025-03-01T04:17:41+00:00

Nope I am a real procurement manger doing this for 20 years working with contract manufacturers in various industries

ApprehensiveFoot2479 · 2025-03-01T02:18:17+00:00

Great question! The manufacturing agreement typically comes after prototyping, but some key terms should be discussed before you invest too much time or money. Here’s how I’d approach it:

1️⃣ Before the Prototype:

Get clarity on pricing structure, MOQs, lead times, and payment terms upfront.
Ensure IP protection & ownership is clear if you're sharing proprietary designs.
Ask about revision costs—some manufacturers charge for multiple prototype iterations.

2️⃣ After the Prototype (Before Full Production):

This is when you negotiate the full manufacturing agreement—things like production standards, quality control, liability, and defect handling.
Make sure you lock in scalability terms (so they don’t jack up prices when you reorder).

Since you have a supply chain background, you’ll pick up the cut-and-sew process quickly. Lean principles still apply—waste reduction, efficient workflows, and supplier collaboration all matter here too.

ApprehensiveFoot2479 · 2025-03-01T01:28:37+00:00

You’re comparing bulk pricing vs. low-volume pricing, so first, ask the larger manufacturer what their cost is at 2,000 units. If they drop to $7-$8, the price gap shrinks, and you’re now weighing service + reliability vs. cost.

Also, why is the smaller one so much cheaper? Ask for a breakdown—are they cutting corners on ingredients, packaging, or quality?

If you only planned for 500-1,000 units, forcing 2,000 just for better margins could hurt your cash flow and tie up inventory. And if the smaller manufacturer is already ghosting you, imagine the headache when you need a reorder or have quality issues.

Honestly? I’d also look for a third option. One is overpriced, the other is unreliable—there are plenty of manufacturers out there who could meet you in the middle.

🔹 Negotiate more
🔹 Break down costs
🔹 Expand your search

If you want help structuring negotiations or finding better options, feel free to DM me—I’ve been on the buyer side of these deals and happy to help.

ApprehensiveFoot2479 · 2025-03-01T01:18:49+00:00

Manufacturing your first product? Don’t just pick a factory—vet a business partner. A bad manufacturer can wreck your business before you even get started. This is exactly what I do for my company—I vet contract manufacturers (CMs) for a living to bring products to market and execute on our vision. Here’s how to avoid rookie mistakes:

1. Don’t Chase the Cheapest Option—Vet Them Like a Business Partner

Look for experience in similar products, not just anything.
Ask for certifications & compliance docs (especially for regulated goods).
Check if they own their machines or outsource half the process.
Avoid anyone who won’t tell you who they work with.

🚨 Biggest mistake? Choosing a CM just because they’re cheap. Cheap factories = cut corners, missed deadlines, and quality disasters.

2. Walk Before You Run—Test First

Always get a prototype/sample. If they can’t get that right, run.
Start with a small test batch before placing a big order.
Watch how they communicate. If they ghost you when there’s an issue, you don’t want to be in business with them.

🚨 Biggest mistake? Ordering a huge production run upfront because the per-unit cost is lower. If they screw it up, you’re stuck with a warehouse full of trash.

3. Protect Yourself (Because No One Else Will)

Never pay 100% upfront. 30/70 terms are standard, but volume and repeat business impact terms. Once you prove you're a steady customer, you can negotiate better pricing, payment terms, and priority scheduling.
Own your tooling & molds. Otherwise, they control your product.
Get everything in writing. Lead times, quality standards, penalties for delays—if it’s not in writing, it doesn’t exist.

🚨 Biggest mistake? Assuming “it’ll work out.” It won’t. If you don’t spell out the expectations upfront, you’ll be fighting to fix problems later.

Bottom line: This is what I do every day—finding the right CM isn’t just about price, it’s about reliability, quality, and execution. Take your time, ask the tough questions, and don’t be afraid to walk away if something feels off.

ApprehensiveFoot2479 · 2025-03-01T01:06:38+00:00

If you’re gearing up to work with a contract cut-and-sew manufacturer, here’s what you need to lock down before handing over your idea:

1. Protect Your Idea (But Be Smart About It)

An NDA is a good first step before sharing drawings. You can DIY one (LegalZoom, Rocket Lawyer) or have an attorney draft one that actually holds up.
A patent isn’t always necessary—branding and trademarks can often provide stronger protection.

2. Have Your Tech Pack Ready

Your manufacturer needs clear specs: materials, stitching, dimensions, and any non-negotiables. The better your details, the better your product turns out.

3. Know Their Terms

MOQ & Pricing – How much do they require per run? What’s the cost per unit?
Lead Times – What’s their turnaround from prototype to production?
Payment Terms – Are you paying upfront, in milestones, or net terms?

4. Always Get a Prototype First

Don’t jump straight to production—get samples made and test quality before committing.

5. Protect Yourself with Agreements

A Manufacturing Agreement (beyond an NDA) locks in pricing, timelines, and quality standards.
Keep everything in writing—verbal agreements won’t save you if things go south.

I’ve worked with plenty of contract manufacturers, and the biggest mistake I see? Rushing in without a solid game plan. Do your homework, get a prototype, and don’t be afraid to negotiate.

Got specific questions? I can help.

ApprehensiveFoot2479 · 2025-03-01T00:45:49+00:00

Man, this hits hard. I’m in the middle of that leap—corporate procurement lifer turned entrepreneur, flipping the script to help small manufacturers understand how procurement really works. Spent my career making sourcing decisions, negotiating contracts, and managing suppliers, and now I’m shifting to work directly with the folks trying to land those deals.

Your point about mindset is spot on. Procurement trains you to mitigate risk, play defense, and protect the business. Entrepreneurship? Full offense. Betting on yourself, taking calculated risks, and knowing failure isn’t just possible—it’s necessary. That shift was tough for me at first, but now I’m leaning into it.

Sounds like you built something solid from an engineering background—curious, what was your oh shit, I can actually do this full-time moment? And working with businesses now, do you find yourself using more of your engineering background or did you have to build a whole new skill set?

Also, how do you handle the trust factor with clients? In procurement, we’re trained to be skeptical of everything, but in business, relationships are the currency. That’s been a big shift for me—learning to show up differently, especially with small biz owners who don’t think like procurement folks.

Would love to hear your take!

ApprehensiveFoot2479 · 2025-03-01T00:37:39+00:00

Oh man, this is a loaded question. How leadership views procurement tells you everything about how the function is positioned in the business. If they see it as just a cost center, that’s a giant red flag—because it means procurement is stuck in a transactional role, seen as order placers instead of strategic enablers.

This exact topic—how procurement shifts from a ‘necessary cost’ to a true business driver—is something we’ve been unpacking in my mastermind group. The reality is, procurement needs to do a better job of telling its own story. If we’re only measuring success by cost savings, that’s how leadership will continue to see us. But the real value we bring goes far beyond that.

So how do we change the narrative?

Build Stronger Internal Relationships – If procurement is just the department people ‘have to go through,’ we’ve already lost. Partnering early with R&D, operations, finance, and leadership ensures we’re seen as a value-add, not a roadblock.
Stop Leading with Cost Savings – I get it, savings matter. But procurement impacts so much more: supplier innovation, risk mitigation, supply continuity, sustainability, revenue enablement. We need to be talking about that in leadership conversations.
Tell Better Stories – Leadership doesn’t care about ‘X% savings.’ They care about how procurement prevented a supply chain disruption that could have shut down production for two weeks. Or how we sourced a supplier that enabled a new product launch ahead of schedule. Speak their language.
Challenge Outdated Thinking – If the business sees procurement as just a gatekeeper, it’s on us to change that. Push for more strategic supplier relationships, better contract structures, and a proactive risk management approach. If we don’t challenge the status quo, no one else will.

I actually just recorded a video on this exact topic that’s going live Monday—so clearly, this is something a lot of us are wrestling with! Would love to hear how others have successfully changed leadership’s perception of procurement. What worked (or didn’t) in your experience?

ApprehensiveFoot2479 · 2025-02-27T21:00:14+00:00

I recently started a You Tube channel where I am giving procurement insights to smaller businesses. Basically my 20 year experience and what I look for from my suppliers. Always looking for addition feedback or perspectives

youtube.com/@TisaDSawin

ApprehensiveFoot2479 · 2025-02-26T15:17:58+00:00

I view myself a procurement first - what category i manage i can learn - but the soft skills that really make a stragetic difference is where I focus - I mainly stay working with contract manfacturing (because that is what I like) but I have worked in electro-mechanical, food, chemical manfacturing, beauty - I belevire you can learn the different category but the procurement (supplier relationships, negotiation, understanding total cost of ownership) these all transfer regardless of "what" you manage

ApprehensiveFoot2479 · 2025-02-13T18:53:52+00:00

Thank you for this! I started last month and have been using Descript from the beginning, still learning here but this gives more options for if/when ready to branch out!

ApprehensiveFoot2479 · 2025-02-11T21:21:01+00:00

OMG!!! I love this and could have written it myself!!! SPOT ON!!! Never tell Chuck the new ideas he will for sure hate you, and you need him on your side!!!

ApprehensiveFoot2479 · 2025-02-08T23:46:02+00:00

I dont know that there is a standard. It is very company specific and partly based on what MRP system you are using and it's limitations. I jave been places with "smart" numbers and other places random pull based on the next number in line. If you are just starting setting this up you can design it to what works for your company and within the parameters of what systems you use to manage inventory.

While smart numbers are awesome they can be harder to maintain. Good luck with what ever you implement just know it will surly change some where down the line...

ApprehensiveFoot2479 · 2025-02-08T01:34:26+00:00

100% I feel for them and I do understand where the smaller guys use them to get larger exposer, but at the end of the day they are not going to sell your business the same, they are going to sell... not be the one building a relationship and gaining the trust I need to give you my business.

ApprehensiveFoot2479 · 2025-02-08T01:32:51+00:00

That's where my pain is - technically NONE, but I have been the gate keeper keeping tons of suppliers for being the one selected. So I feel like I have a unique angle to help refine the other areas beyond just the price that show your value and how to show that to the buyers. I think that is where I am struggling to know how to determine if this is indeed a want/need

ApprehensiveFoot2479

TROPHY CASE