Episode Seven | Mastering Vendor Management: Choosing & Evaluating Top Vendors for Your Project

Ruth Ann Janson:
Hi, everyone! We’re back with another episode of Top Branch. I’m Ruth Ann Janson.

Beth Bender:
And I’m Beth Bender.

Ruth Ann Janson:
We’re so glad you’re here with us today. We actually had a completely different topic planned, but during a meeting this morning a client asked us, “What’s a typical number of vendors a designer works with?”

Beth Bender:
We both kind of stopped in our tracks and laughed because… well, there isn’t a typical number!

Ruth Ann Janson:
Exactly. We’ve seen designers handle this in so many different ways. Some keep a very tight list of five or six trusted vendors, while others work with hundreds. So today, we’re diving into vendor management—how to approach it, what to track, and how to make sure those relationships work for your business.

What Should You Be Tracking with Vendors?

Ruth Ann Janson:
When you’re managing vendors, there are several things you should be paying attention to. First, track the discount you receive from each vendor and understand your markup and overall profit margin on their products.

You should also know the volume of business you’re doing with each vendor—down to the details. For example, how much lighting you’re buying from them versus rugs or accessories.

And then there are the intangibles:

• What’s your overall satisfaction with this vendor?

• How do they treat you and your team?

• How do they handle damages, delays, or problems?

Ruth Ann Janson:
Lastly, what is your internal approval process? How do you decide a vendor is officially “on your list”? Those decisions are key to your company’s efficiency and profitability.

Fewer Vendors, Deeper Relationships

Beth Bender:
A lot of designers think they need to build a huge vendor list from day one, but that’s not true. You’re much better off starting small—build deep relationships with a few vendors.

When you really know your vendors, you understand their promotions, special discounts, and the nuances of working with them. Those relationships pay off over time. And here’s the thing: vendor reps want to work with you, whether you’re a small design firm or a large one.

Beth Bender:
Look for vendors with established trade programs. Those programs show they know how to support designers and protect your pricing, so your clients can’t easily find the same product online for less.

Multiline Showrooms vs. Single-Line Vendors

Beth Bender:
There’s also a difference between working with a multiline showroom versus a single-line trade vendor.

If your firm values the added service and procurement support that showrooms offer, those relationships can increase your efficiency. On the other hand, if you’re a larger firm and have built out your own procurement processes, you may want to form direct relationships with individual lines—at High Point Market, Dallas Market, or New York showrooms.

Handling New or Lesser-Known Vendors

Ruth Ann Janson:
Here’s another challenge: what about those “diamond in the rough” vendors you discover on Instagram? Maybe a junior designer brings one to you, excited about a new rug source. How do you handle that?

Beth Bender:
If you’re the business owner, you need a process in place before those situations come up. No one should order from a new vendor without proper vetting. Start by asking:

• Do they have an established trade program?

• What discounts do they offer, and will those improve with volume?

Smaller vendors often give you room to negotiate, and artists in particular can bring a unique edge to your projects. But track those relationships carefully—volume, discounts, and expectations need to be clear from the start.

The Efficiency Factor

Ruth Ann Janson:
As Beth mentioned, working with a smaller, well-chosen vendor list often reduces procurement hours and simplifies your internal processes.

Beth Bender:
Exactly. And if you’ve got a trusted upholsterer or case-goods vendor, make that official. Tell your team: These are our go-to vendors for these categories.

Then leave yourself flexibility for art, accessories, and unique accent pieces. But be careful about expanding your core list too far.

Ruth Ann Janson:
It becomes the Wild West if you’re trying to manage too many vendors—harder to track discounts, volume, satisfaction levels, and approval processes. And don’t forget about the flood of emails from reps. It can be overwhelming to maintain that many relationships.

Closing Thoughts

Ruth Ann Janson:
We try to keep these episodes short and actionable. To wrap up, today’s conversation is really about keeping things simple with your vendors while still tracking the data you need to make smart decisions.

Beth Bender:
Exactly.

Ruth Ann Janson:
We’ll leave you with this quote from Albert Einstein:

“Everything should be made as simple as possible, but not simpler.”

Beth Bender:
Perfect for vendor management.

Ruth Ann Janson:
Thanks for joining us today—we’ll see you next week!

Beth Bender:
Bye, everyone!