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  • How AI is quietly changing purchasing departments

    How AI is quietly changing purchasing departments

    Artificial intelligence in purchasing departments is no longer just a buzzword associated with the simple automation of repetitive tasks. Modern AI systems are transforming this area into a strategic nerve centre for the company, with real-time impact on margins and competitiveness. Instead of merely relieving the burden on employees, AI is becoming an analytical partner that optimises key processes – from demand forecasting to dynamic price management.

    From predictive analytics to stock optimisation

    A key advantage of AI is its ability to recognise complex patterns in huge data sets. These systems no longer rely solely on historical sales data.

    They also analyse marketing plans, seasonality and even external factors such as weather or competitors’ price movements. The result is predictive analytics that can forecast future demand with a high degree of accuracy.

    This capability allows companies to solve two fundamental logistical problems. The first is avoiding stock shortages, which lead straight to lost sales, production delays and customer frustration. By anticipating spikes in demand, AI allows inventory to be replenished in advance.

    Equally important is the solution to the second problem, that of reducing excess inventory. It is extremely inefficient to freeze capital in goods that are sitting on shelves, and with accurate forecasting, companies can order exactly as much as they need.

    As a result, purchasing departments are moving from a reactive to a proactive model, where decisions are based on hard data and predictions.

    Intelligent price and margin management in real time

    One of the most advanced applications of AI in this area is intelligent price control. This is much more than simply tracking competitors’ offers. State-of-the-art algorithms combine market data with internal information on the full cost of the product, so the system knows the exact margin on each item in the range.

    Such knowledge allows for dynamic and automated decision-making. For example, if a competitor drastically reduces the price of a processor, threatening the profitability of sales, the AI system can automatically stop marketing campaigns promoting that particular product.

    In this way, the company avoids selling with negative margins and the budget is saved. At the same time, when the stock of a popular motherboard starts to run out, the same system can autonomously increase its price, maximising the profit from the last available units.

    Price control thus becomes a dynamic game in which the system constantly balances market prices, internal costs, marketing budgets and inventory.

    Tool selection: the road to technological maturity

    Implementing AI in the purchasing department is not a one-size-fits-all process, and choosing the right solution depends on the technological maturity and scale of the business. At the beginning of this journey, workflow automation tools are often found to quickly create simple links between systems.

    These are flexible, but rarely work well on a large scale. A more standard solution is off-the-shelf SaaS price monitoring platforms, which offer an easy entry into the world of analytics, but are sometimes limited by a lack of integration with key internal systems, such as accounting.

    On the cusp of this technological evolution are custom-built, multi-agent systems in the cloud. While this is the most resource-intensive route, thanks to modern development tools and low-code platforms, in the long term it provides maximum flexibility and customisation to the unique business needs of the most mature organisations.

    Artificial intelligence is therefore not replacing strategists in purchasing departments, but giving them tools with unprecedented analytical power. It turns their role from operators into analysts who manage a complex ecosystem of data to ensure that every purchasing decision directly translates into company profit.

  • The IT industry doesn’t need more leads. It needs better

    The IT industry doesn’t need more leads. It needs better

    For years, a sales lead was regarded as a valuable resource in the IT industry – regardless of quality, customer buying stage or context. More contacts meant more sales potential, and channel partners hoped that, given enough scale, some of them could be turned into contracts.

    Today, this model is backfiring. More and more companies in the channel are beginning to loudly question the wisdom of bulk lead acquisition, pointing to low conversion and the rising costs of handling ‘blind’ contacts.

    Instead of numbers, quality is becoming more and more important. It is no longer a question of how many potential customers end up in a partner’s system, but how they are vetted, matched and prepared for a sales call.

    Such a change in attitude does not happen overnight, but is clearly emerging as a new standard in mature partnerships.

    From leads to costs

    Many integrators and VARs are now signalling that up to 80-90% of the leads they receive from manufacturers do not translate into real sales opportunities.

    Added to this is the issue of repetition and lack of alignment. One partner serving the public sector gets a contact from a retail customer, another – specialised in the cloud – gets a lead on an on-premise solution.

    As a result, the contact not only fails to lead to a sale, but consumes the time of the sales and technical teams trying to figure out whether the subject is even promising. Presales becomes unprofitable and confidence in leads from head office is severely damaged.

    Which leads make sense?

    In response to these challenges, partners are beginning to formulate their own expectations of lead quality. In practice, this means greater selectivity – not every contact is accepted, and many partners are putting in place internal qualification systems that filter leads before they reach the merchant.

    Contextual information is at a premium: what interested the customer, what stage of decision-making they are in, whether they have spoken to another partner or vendor before.

    Elements such as industry and technology fit, budget potential and the client’s real willingness to talk also matter. These types of leads do not have to be numerous – what matters for experienced partner companies is their predictability, not their scale.

    Another interesting phenomenon is the change in rhetoric. There is less and less talk of ‘leads to be passed on’ and more talk of ‘sales opportunities to be worked with’. This shift in emphasis reflects well the expectation that vendors will engage not only in generating contacts, but also in qualifying them, planning their activities and supporting them in driving the sales process.

    How are producers responding?

    From the manufacturers’ perspective, the shift from mass lead generation to precision channel sales support means that existing practices need to be reviewed.

    Companies that invest in the channel are increasingly seeing teams specialising in lead scoring, purchase intent analytics and account-based marketing campaigns.

    It is not just about finding the customer, but about providing the partner with a contact that realistically fits their profile and competences.

    Some vendors go a step further – creating joint ‘ideal customer’ (ICP) profiles with their partners, setting rules for the transfer of leads or offering the possibility of joint marketing activities, the goal of which is not the number of clicks, but the closure of a specific project.

    Examples of activities also include the use of CRM data and predictive tools that analyse previous campaigns, measure contact activity and suggest which leads have the greatest potential.

    This makes the process more transparent and partners do not feel like they have to ‘dig through’ random contact lists.

    Quality as a shared risk – and shared gain

    Changing the approach to leads is not just a matter of partner convenience. It’s also a way to increase the efficiency of the entire channel – from customer acquisition costs to sales cycle times to retention rates.

    Fewer leads but better quality means less operational effort, greater end-customer satisfaction and more predictable revenue.

    In this context, it is clear that the role of the vendor is changing – from a sender of leads to a contributor to the pipeline. This shift could prove crucial to the future of the channel.

    At a time when B2B customers are making purchasing decisions increasingly on their own, partners need not so much ‘contacts from the market’ as complete pictures of the context in which the customer operates.

  • IT spending is slowing down. Companies are taking a more cautious approach to purchasing decisions

    IT spending is slowing down. Companies are taking a more cautious approach to purchasing decisions

    Although global IT spending is expected to grow by nearly 8 per cent in 2025 – to $5.43 trillion – the market is not in an upbeat mood. Gartner, which at the beginning of the year was still forecasting a jump of nearly 10 per cent, has just lowered its estimates. The data shows clearly: despite the positive momentum, digital business investment is in limbo. It is not a question of cuts. Rather, it is about growing caution.

    This paradox is best illustrated by the concept of the ‘uncertainty pause’ that Gartner analysts attribute to today’s situation. IT budgets remain stable, but new purchasing decisions are on hold. Economic uncertainty, trade tensions and rising hardware costs mean that boards would rather wait than risk misallocating resources. This is the new normal to which the entire technology sector must adapt.

    Mood cooler than results

    Despite the macroeconomic turmoil, many companies started 2025 with more optimism than the year before. The Gartner survey found that more than 60% of IT leaders were positive about the first quarter. However, only a quarter of respondents expected to end the year ahead of plan.

    This signals that the market is acting cautiously. Companies are not cancelling projects – but postponing them. Decisions take longer to analyse, more business justifications are needed and return expectations are rising. Geopolitics does not help: tensions around tariffs and international trade are causing anxiety that directly affects purchasing decisions in IT departments.

    Infrastructure suffers the most

    The biggest slowdown is seen in the area of infrastructure. Hardware prices are rising and disruptions in supply chains – although no longer as acute as during the pandemic – are still causing logistical difficulties. Companies are reducing or delaying the upgrade of their own server rooms, data centres or endpoint equipment.

    This is bad news for infrastructure integrators and hardware suppliers. Multi-year upgrade projects are now being replaced by a ‘keep what works’ approach. There are no spectacular implementations – rather, there are SLA extensions and ad hoc purchases.

    Cloud and services stay the course

    Ongoing expenses such as cloud subscriptions and managed services, on the other hand, remain stable. In an OPEX model, where costs are predictable and fit well into the annual budget, companies still feel comfortable. Especially as most AI and SaaS service providers have started to offer generative AI functions as part of existing packages – without additional licensing costs.

    From a sales channel perspective, this is good news. In the cloud and services space, customer relationships and the ability to scale quickly are becoming key. It is less about the number of units sold and more about the ability to ensure continuity, optimisation and cost predictability.

    GenAI as an add-on, not a project

    Generative artificial intelligence – a hot topic for more than a year – is also part of the new enterprise strategy. Gartner emphasises that AI is being deployed today not as a separate investment, but as an add-on to existing platforms. IT departments prefer a plug-and-play approach rather than complex integrations.

    This is a significant shift for software providers. Rather than separate budgets for AI, companies are looking to extend functionality within systems already paid for. In practice, this means fewer tenders, less sales time and more pressure to deliver demonstrable value within existing commercial relationships.

    How to sell in times of pause?

    It is crucial for the IT sales channel to adapt to the new dynamics. Above all – to avoid aggressively pushing big transformation projects. Today’s customer expects specifics: measurable savings, simplification of processes, fast return on investment.

    Instead of promises of long-term benefits, what counts is what works immediately. A “proof of value” model works well – rapid implementation that shows an effect within a few weeks. This is the way to break the pause and regain sales momentum.

    It is also worth remembering that decisions have not disappeared – they have merely shifted. A well-run commercial process may take twice as long today, but it still ends with a signed contract. Building trust and delivering value at every stage of customer contact becomes crucial.

    Outlook: prfzession, not recession

    Gartner’s lowered forecasts do not imply a collapse of the market – rather, they indicate a correction of expectations. If the macroeconomic situation stabilises in the second half of the year, many stalled projects can be expected to return in Q4 or early 2026.

    For now, however, it is necessary to learn to operate in an environment of extended sales cycles, greater pressure on ROI and increasingly informed purchasing decisions. This is the time for those companies that can deliver technology that is not only state-of-the-art but, above all, makes business sense.

  • Between the table and the relationship – new IT partner programmes and leadership tasks

    Between the table and the relationship – new IT partner programmes and leadership tasks

    The traditional IT channel model – based on selling equipment through IT partner programmes, on discounts and quarterly targets – is no longer viable. Customers expect advice, not just delivery. Instead of ‘closing deals’, partners need to help solve business problems.

    The transformation of the sales model – from reselling to services and subscriptions – does not happen on its own. Channel leaders who want to maintain their position must actively support their partners in changing their competences, their offerings and the way they operate. Without this – they risk losing not only results, but also the loyalty of the ecosystem.

    From reseller to advisor – what does that actually mean?

    The reseller focuses on the transaction – sells the product, fulfils the objective, closes the topic. The advisor starts with the question: “What problem are you trying to solve?”. The difference is fundamental – and crucial in a world where technology has become a business strategy tool.

    To act as an advisor, the partner must understand the client’s processes, know its objectives and have the competence to recommend solutions from different layers – from infrastructure to applications and services. This means a change not only in the sales model, but also in the partner’s organisational culture.

    This is a shift from the position of supplier to that of trusted partner – and at the same time a test of the maturity of the entire channel.

    The role of leadership in this transformation

    Partners do not go through the transformation alone. They need clear signposts, competency support and a real reason to change a proven operating model. This is a task for channel leaders – not just sales target managers, but ecosystem architects.

    Successful leaders do not limit themselves to distributing tools and certifications. They invest time in understanding partners’ business models, help build new offerings and support end-customer conversations. They create a space for collaboration – rather than requiring compliance with rigid structures. Channel transformation is not just about implementing new programmes. It is a shift in the relationship – from operational to strategic.

    What works in practice? – good practice for leaders

    Leaders who effectively support partner transformation rely on practical tools and systematic support rather than one-off actions.

    An enablement model integrated into the real sales cycle works best: business workshops instead of typical product training, joint offer building with the partner, and presales support in the field. The added value is not so much the technology, but the ability to translate it into the language of the end customer.

    More and more leaders are introducing joint business planning with partners – not as a formality, but as a tool for the real development of their offer, competences and pipeline.

    Where this approach works, partners stop asking for a discount. They start asking how to enter a new market segment.

    The most common mistakes leaders make (and how to avoid them)

    The biggest mistake channel leaders make is to assume that partner transformation will happen on its own – just announce a new strategy and roll out the programme. In practice, without consistent support, partners are left with new demands but without the tools to meet them.

    Another mistake is to treat transformation as a sales campaign with a deadline. Changing a partner’s business model takes time, iteration and trust. Leaders who expect quick results often burn out potential instead of developing it.

    It is equally risky to think that ‘all partners are the same’. A lack of segmentation leads to diluted communication and a loss of influence where there is a real opportunity for growth.

    Transformation is a process. Leaders who understand it measure progress by relationships and competencies – not just quarterly results.

    Conclusions: Leaders as architects of change

    Channel transformation is not just about changing the partner programme. It is a redefinition of the partner’s role in the value chain – from technology provider to business advisor.

    Leaders who understand this change do not focus solely on results. They invest in relationships, develop the competence of partners and co-create new business models with them. They act like architects – designing structures that allow both parties to grow.

    In the long term, it is not the discount or the certificate that determines the competitive advantage in the channel. What is decisive is the quality of leadership – and the leader’s ability to lead partners through a change they could not have done themselves.

  • The IT industry is narrowing the circle of trust. Partnership not for everyone

    The IT industry is narrowing the circle of trust. Partnership not for everyone

    The IT industry is transforming, especially in the sales channel. Over the years, many IT manufacturers have relied on a broad presence in the channel – the more partners, the greater the growth potential. Today, this approach is losing relevance. More and more vendors are deliberately reducing the number of active partners, focusing their activities on a select group of resellers and integrators who have a real impact on sales.

    Instead of scaling the number of accounts, vendors prefer to deepen relationships with those who already have access to strategic customers and competence in delivering complex solutions. Such selectivity means higher demands, but also a greater willingness to invest on the vendor side – from joint sales planning to priority access to presales and MDF resources.

    Some global vendors, such as Dell Technologies and HPE, have already signalled that the priority is on the quality of partnerships, not their number. In 2024, this trend has also clearly accelerated among software vendors, especially in the subscription model, where customer retention has become as important as acquisition.

    What was once the norm – i.e. open registrations, low entry thresholds and minimal expectations of activity – is increasingly giving way to a ‘closed club’. For many partners, this means they need to redefine their position in their relationship with vendors.

    The focus on fewer partners entails a new logic of cooperation. Vendors are no longer just looking for a distribution channel – they expect active participation in the sales process and customer development. Increasingly, the relationship resembles a joint go-to-market rather than the classic ‘manufacturer-reseller’ model.

    In practice, this means deeper commitment on both sides: joint pipeline planning, shared sales targets and regular performance reviews. For partners, it also means greater transparency – manufacturers expect insight into CRM data, detailed forecasts and clearly defined project contributions.

    In return, they offer more than just a discount. Access to technical teams, priority in lead allocation and priority in implementing new solutions are becoming the new currency in channel relationships. Vendors – especially those operating on an as-a-service model – want to be assured that the partner will not only sell the solution, but also help retain the customer throughout the contract lifecycle.

    This shift towards ‘value-added engagement’ can be seen particularly in the cloud and security sector, where sales rarely end with a single deployment. Partners who can deliver not only the product, but also ongoing support, are becoming a natural extension of manufacturer teams.

    Domino effect in the canal

    Producer selectivity is not without its impact on the rest of the channel. Smaller and medium-sized partners – hitherto operating on a transactional model – are increasingly finding that access to technical support, leads or marketing resources is becoming limited. Vendors are shifting resources to where they see greater return potential.

    As a result, for many ‘mid-tier’ partner companies, collaboration with the manufacturer becomes more one-sided: less communication, less attention, fewer opportunities for joint initiatives. Partners still have access to basic tools – portals, e-learning programmes, documentation – but the personalised approach that used to be standard is missing.

    This gap is being attempted to be filled by distributors. They offer their own development programmes, pre-sales as a service, flexible financing models or dedicated engineering resources. In practice, they are now taking over part of the role previously played by vendors vis-à-vis smaller partners – especially in the SME segment and local integrators.

    This also marks a shift in power dynamics: partners who have hitherto built their position directly with the manufacturer are increasingly having to accept indirect relationships – with less influence over strategy and access to key information. For many, this is the beginning of having to make a choice – either to increase scale and competence or to redefine their business model.

    Is it worth the effort?

    For partners who are not among the ‘preferred’, the question becomes: is it worth investing in a relationship with a vendor who is shifting resources elsewhere? Increasingly, the answer is yes – provided they can demonstrate value beyond the sale itself.

    Manufacturers are increasingly rewarding partners who show initiative – not waiting for leads, but generating demand themselves, sharing the pipeline and taking risks in pilot projects. It is also becoming crucial to have certified competences – not only technical, but also business competences, such as the ability to conduct consultative sales or service integration.

    Less obvious strengths are also at stake: access to niche vertical markets, a strong local brand or an efficient implementation process. Vendors are looking for partners who don’t just ‘sell the product’, but can build it into the customer’s real-world environment – and do so quickly, predictably and with minimal risk.

    For many partners, this means transforming from an infrastructure provider to a technical and business advisor. It is a difficult process, but in the long term – the only way to maintain direct access to manufacturer support and stay in the game for larger projects.

    The IT industry and the 2025 outlook: will only the elite remain?

    If the current direction continues, in 2025 the IT sales channel could become more polarised than ever before. At the top – a narrow group of strategic partners, tightly integrated into the manufacturer’s operations. Below – a broad base of smaller companies, operating in a transactional mode, supported mainly by distribution or self-service portals.

    This raises the question of long-term sustainability. Focusing on ‘top performers’ brings faster growth and better cost control, but also risks losing flexibility. Especially in local markets, where relationships and regional presence still matter, too narrow a network of partners can limit scalability.

    Some vendors are trying to balance – offering different partnership paths, depending on their business model. Others put it all on the line, hoping that the rest of the market will be taken up by an ecosystem of services, cloud platforms or value-added distribution anyway.

    For the partners themselves, this is a moment of strategic decisions. Maintain the current model and accept a second-tier role – or invest in competences, specialisations and relationships that can bring them closer to the forefront. The new normal in the IT industry does not mean the end of the channel. But it definitely changes the rules of the game.