TAP TAP GO
Build a complete cost inventory
List setup, subscription, hardware, training, support, integration, replacement and exit-related charges where relevant. Add internal staff time and recurring administrative work as separate planning items. Mark unknown amounts rather than treating them as zero. Keep one-time and recurring costs distinct. Ask each supplier to confirm what the quoted scope includes and which situations could create additional charges.
Compare like with like
Use the same operating assumptions for each option, such as user count and expected support needs. Avoid presenting an illustrative estimate as a committed supplier price. Include the cost of workarounds identified during demonstrations. Review whether a lower price shifts work onto the buyer’s team. This is a procurement planning method, not a forecast of savings; the useful outcome is a clearer discussion about the resources required to operate the selected service.
Put the guide to work
Include a column showing who bears each cost or task. A charge paid by a local team still belongs in the operating picture even if it is absent from the central invoice. This makes comparisons clearer when suppliers divide responsibilities differently across implementation and ongoing support.
Hypothetical example
A team compares two quoted services and initially favours the cheaper one. Its cost inventory reveals a manual monthly data export and additional training work. The team can now discuss the actual operating trade-off instead of comparing only the first invoice.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
