When considering indirect procurement departments, I often distinguish several tools used in parallel. But while this may be perfectly acceptable for the software providers, it is much less so for the users and company. Imagine the amount of effort for the administration of four separate tools, each different from the next — with their own supplier database and knowledge spread over multiple departments. The worst component of having four separate tools is there is no centralized flow, no process integration and different upgrades and training are required for each.