Why classic ERP logic fails against the reality of indirect procurement — and how the 1-creditor model reduces complexity rather than perpetuating it
When indirect procurement reaches its limits in the ERP system, the next step often seems obvious. An additional tool is supposed to close the gap. E-procurement, catalog systems or specialised platforms promise exactly what is missing in daily operations: simpler processes and less effort.
In practice, however, something else frequently happens. The complexity does not disappear — it merely spreads across more systems.
Instead of one clear process logic, a grown landscape of different solutions emerges over time. The ERP remains in place, joined by purchasing tools, approval platforms and external systems for individual categories.
This development rarely happens strategically; it happens step by step. One problem is solved without rethinking the overall picture.
For users, this means one thing above all: more switching between systems. Different logics depending on the tool. And the recurring question of where which process actually takes place.
Especially in indirect procurement, where many small and spontaneous requirements arise, this creates additional friction in day-to-day business.
With every additional system, the effort for coordination and integration grows. Data must be kept in sync, processes must be aligned and responsibilities clearly defined.
What was meant as relief quickly develops into additional organisational overhead in the background.
The central challenge in indirect procurement is not a lack of software, but the way procurement is structured. Many individual requirements are handled, managed and processed one by one.
As long as this underlying logic remains, every new tool will only open another window onto the same complexity.
The more systems are in use, the harder it becomes for departments to know the right path. Different tools mean different processes and rules. That creates uncertainty rather than clarity.
The consequence is often that procurement happens directly again, outside the intended structures.
Real efficiency does not come from the number of tools in use, but from reducing the complexity behind them. When fewer individual steps are necessary, the need for systems automatically decreases.
Instead of adding ever more tools, the focus can be placed on the structure itself. Pedlar's 1-creditor model starts exactly here. Indirect procurement is consolidated and handled through one central process instead of being spread across many systems and suppliers.
This reduces interfaces, simplifies workflows and creates clarity for everyone involved.
A growing tool stack in procurement is often a sign that the actual problem has not been solved, only relocated. More systems rarely lead to more simplicity.
What matters is not the next piece of software, but the question of how much complexity in the process is really necessary.
Learn how the 1-creditor model reduces ERP complexity: Get in touch →
