Insight

Had I not spent 30 minutes speaking with Scott, three people on my staff would have lost their jobs. He and the Virtual Procurement team helped recover enough money from past purchases to fully fund these positions.

The Virtual Procurement team has consistently enabled us to do more within our budget constraints. They have treated every transaction, irrespective of size, with the singular goal of saving our organization from overspending. I know I’m getting a deal once Virtual Procurement has completed their process.

As CIO at Baha Mar, Virtual Procurement was able to secure average savings of 13% on hardware and 21% on software on new purchases. Virtual Procurement was able to accomplish these results while improving our vendor relationships because their process is as effective as their analytics.

“As an executive with fiduciary responsibility for my institution, having a team like Virtual Procurement on our side to not only validate that we are being offered best price but also to engage on our behalf when there are substantial gaps in that price is a significant game changer.”

I have worked with Virtual Procurement as the leader of IT for different properties and I found that it doesn’t matter what size of an organization you are with, Virtual Procurement can save you money. There is absolutely no risk. You simply negotiate your best and final price, as you normally would, and then send it to VPS to negotiate further using proprietary analytics and their knowledge of the vendors’ business practices. It is truly found money that you wouldn’t have had otherwise.

Working with Virtual Procurement has helped us further our mission by getting the most from our IT budget. They approach every transaction—irrespective of size—with the singular goal of saving our nonprofit organization from overspending. They also played a key role in recovering licensing costs from a large software vendor. I always know that once VPS has completed their process, we’ve received a fair price.

While our organization possesses experienced staff, they have come to rely on Virtual Procurement's analytics regarding actual product costs. Virtual Procurement’s gain share model is exactly as Scott Robins initially described it and my team has found that the only risk involved in working with Virtual Procurement is not getting them involved early enough.

Prior to Virtual Procurement, we used research organizations and GPO’s to measure our technology pricing. We have learned that compared to Virtual Procurement, these methods are completely ineffective.

I did not expect for Virtual Procurement to be able to secure as much savings as they have for us, while maintaining positive vendor relationships. I can recommend Virtual Procurement to any IT organization that is interested in saving money on existing or new maintenance contracts and on new asset purchases.

Virtual Procurement helped us recover more than $350,000 and also reduced the cost of net new product by an equal amount. My team was just as impressed that our Service Level Agreements for those items were not impacted in any way. When you are running toward liquidation, every dollar saved and recovered is critical.

The total cost reduction attributable to Virtual Procurement is close to $2,000,000. It should be noted that these savings were not based on some hypothetical reasoning, but derived from the calculated difference between the “best and final” quotes that were given by vendors and the cost that Virtual Procurement negotiated on our behalf.

Virtual Procurement was undoubtedly one of the most collaborative, sincere and effective partners I worked with during my time at Mohegan. Not only did they deliver double-digit savings on all purchases in which they were involved, but they did so while maintaining the timelines of our projects and contracts, preserving our originally designed solutions, and strengthening our existing vendor relationships.