Implement and Manage E-Procurement on Your Own Without an In-House IT Department

“We don’t have anyone who can handle this”—this statement halts the digitization of procurement in many companies before it even begins. The concern is valid, but it’s focused on the wrong risk: It’s not the software that requires IT resources, but the project surrounding it. And that’s exactly what can be avoided. This article specifies exactly what effort is involved, what remains an internal task, and what you can manage on your own afterward.

A procurement platform based on the SaaS model can be implemented without an in-house IT department: no server, no installation, no interface development. The system goes live in about 30 days. To get started, web-based access is all that’s needed; the ERP integration is optional and can be added later as an add-on.

Key points at a glance:

• No IT project required: The SaaS model eliminates the need for servers, installation, and maintenance. What remains are business decisions—and those belong in procurement anyway, not in IT.
• Go-live is achieved in about 30 days —without servers, without installation, and without an in-house IT project.
• Two phases instead of one: Phase 1 is web-based usage without any IT involvement. Phase 2—the ERP integration—is optional and can be added later.
• The internal effort consists of four tasks: defining the catalog scope, creating users and roles, setting up cost centers, and designating a point of contact.
• A practical paradox: According to HTWK Leipzig, small organizations spend the most timeper order —54 minutes —significantly more than medium-sized companies, which spend 30 minutes.
• In practical terms, self-management means: You can change users, roles, budgets, and approval limits directly in the interface—without a support ticket and without a service provider.
• If you want an ERP integration, you don’t need to develop it yourself: Data exchange is also possiblevia email or SFTP.

The paradox: the smallest organizations face the greatest burden

Those without an IT department put off digitization—and end up paying the highest price for it. The figures from HTWK Leipzig clearly show this: Small businesses spend 54 minutes per order. Medium-sized businesses manage with 30 minutes, and large ones with 38.

The reason isn’t a lack of ability, but a lack of tools. According to the study, 54.7% of small businesses use non-task-specific tools like Excel for demand management, and only 11.3% have digitally integrated processes. The proportion of integrated processes is higher among medium-sized businesses and even higher among large ones.

Key Fact: According to HTWK Leipzig, small businesses spend 54 minutes per order— whilemedium-sized businesses spend only 30 minutes. The time spent per order is highest where the capacity for digitization is lowest.

A second finding is noteworthy: Small businesses use electronic marketplaces 70% more frequently than large businesses, which use them 60% of the time. So the willingness is there—what’s missing is a way to make it work without a project.

What IT Effort Is Actually Required—and What Isn’t

The concern about IT projects stems from a time when software had to be installed. With a cloud platform, the distribution of tasks shifts fundamentally:

What remains are not IT tasks, but decisions: Who is authorized to order what?? Up to what amount without approval? Which suppliers are allowed on the platform? No one other than the procurement department itself can or should answer these questions.

The two-step approach: use first, then integrate

The most common mistake made by organizations without an IT department is to bundle Stage 1 and Stage 2 into a single project—and then fail at the ERP integration before a single order has even been placed.

Stage 1—Web usage without IT involvement. Create user accounts, set roles and approval limits, customize the catalog, place orders. No server, no interface, no IT involvement. This stage alone delivers the majority of the process cost savings because it eliminates the manual ordering process. A free trial period allows you to get started here with no contractual commitment.

Stage 2 – ERP integration as an add-on. Only once Stage 1 is running smoothly in day-to-day operations is it worthwhile to integrate with the merchandise management or ERP system. With simple system, this can be purchased as an add-on, with one-time integration costs starting at €2,500. Crucial for businesses without their own development capacity: Data exchange works not only via REST API but also via SFTP or email. Account assignment objects such as cost centers, general ledger accounts, and project codes are transferred directly into the ERP system.

Tip: Deliberately space out these two steps. If you place your order first and then set up the integration, you’ll see tangible benefits within a few weeks—and have a much stronger basis for justifying the ERP integration internally.

Key Fact: A procurement platform based on the SaaS model can go live in about 30 days—without servers, without installation, and without an in-house IT project. Basic functionality is available much sooner because it doesn’t require an interface.

What remains an internal task: four responsibilities

No provider can take over these four points because they pertain to your organization. The effort involved is manageable—but it’s real, and those who plan for it won’t be caught off guard.

One point deserves emphasis: The point of contact does not need to have any IT knowledge. What’s needed is someone who is familiar with the organization’s procurement processes—typically from the purchasing department or commercial management.

Self-management: Day-to-day operations after go-live

In practice, “self-management” means that the most common changes can be made without external help:

• A new employee starts placing orders: Create a user, assign a role and cost center—minutes, not days.
• Adjust the approval threshold: If a department is being asked for approval too often, change the threshold yourself instead of submitting a support ticket.
• Set a budget per team or cost center: Orders within that limit are processed automatically; anything above it triggers the approval workflow.
• Add a new supplier: The existing primary supplier is integrated with their negotiated terms, rather than being replaced by a third-party product lineup.
• Analyze expenses: See who ordered what and at what price—without Excel exports or manual analysis.

The training required for purchasers is minimal because the interface follows the logic of an online store. This offers a double advantage for businesses without an IT department: There’s no one who needs to organize training—and there’s no need for it either.

Selection Criteria for Organizations Without an IT Department

These eight questions distinguish providers who “simply” make claims from those for whom the claims actually hold true. Make sure you get concrete answers— “of course” is not an answer.

1. Is the platform pure SaaS—meaning it doesn’t require servers or installation on our end?
2. Can we start without an ERP integration and add it later?
3. What interface options are available—is there a way to do this without in-house development (email, SFTP)?
4. What is the one-time cost of the ERP integration, and what part of that do we have to handle ourselves?
5. Can we change users, roles, budgets, and approval limits ourselves—without opening a support ticket?
6. Realistically, how many hours per month do we need to budget for administration?
7. Can our existing suppliers be integrated with the negotiated terms?
8. Is there a trial period during which we can test the system without a contractual commitment?

Question 6 is the crucial one. A provider who doesn’t give a specific figure for this has either not assessed the effort involved—or it’s higher than you’d like.

Checklist Before Making a Decision

• Can the solution be implemented without involving an IT department?
• Can the process be planned in two stages—first use, then integration?
• Have the four internal tasks been identified and responsibilities clarified?
• Has an in-house contact person been designated (who does not need IT knowledge)?
• Can users, roles, and approval limits be modified by the users themselves?
• Is the ongoing administrative effort quantified in hours?
• Can existing suppliers and terms and conditions still be used?
• Is there a trial period with no contractual obligation?

Conclusion: It’s not the software that needs IT—it’s the project

Companies without their own IT department can implement and operate e-procurement on their own—provided they don’t try to cram everything into a single project. The process involves two stages: first, pure web-based use, which works without IT involvement and delivers the bulk of the savings; then, optionally, the ERP integration. What remains in-house are four business-specific tasks—and those belong in the procurement department anyway.

FAQ – Frequently Asked Questions About E-Procurement Without an In-House IT Department