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How to Fix Tail Spend — A Rising Concern for CFOs

CFOs are increasingly hands-on when it comes to the strategic vision of their companies. Procurement and finance are teaming up more often to align on future goals and the threats that impact long-term profitability. Tail spend, a longtime procurement focal point, has become a rising concern to the rest of the C-suite, particularly the CFO. How can your team better manage, or even fix, tail spend? 

With rampant shortages and inflation impacting the economy, departments might be stockpiling small items covered in the tail spend category. In fact, overlooking those items might be disastrous if they’re needed to finish a product before release. Stockpiling and extra spending have become increasingly common. Adding more and more suppliers to ensure a steady stream of small parts and components has also become normal in many organizations and is a leading cause of compliance issues.

Small components and extra suppliers probably aren’t getting much scrutiny in terms of cost and compliance. They’re difficult to see, and therefore difficult to control. But fixing out-of-control tail spend can have a significant impact on cost savings and future proofing supply lines.

The question for strategic thinking CFOs is how.


Defining Tail Spend

Before going any further, let’s make sure we’re all on the same page on the definition of tail spend. Checking the Arkestro glossary (a handy reference tool for all procurement-related terms), here is the basic definition: 

Tail spend is an aggregate of small purchases that are typically low value but add up to be a significant cost factor. These purchases are made outside of procurement in other departments, and the data is typically siloed and not easily identified. Tail spend can also be referred to as maverick spend or rogue spend.

Another way of thinking about tail spend is the 80% of transactions taking place for small items like $0.30 screws that cumulatively add up to just 20% of total spend volume. In extreme cases like the automotive industry, splits can be more like 90/10.


Individual Tail Spend Items Can Have an Oversized Impact 

Those $0.30 screws could essentially be a rounding error in terms of a company’s total spend. As a result, the odds are high that buying screws doesn’t hit the spend radar. On the surface, it’s not a strategic transaction. 

It’s unlikely that a procurement team that’s already stretched thin is going to subject the RFP process for the screws to the same degree of attention that big-ticket items receive.

The odds are that this is a regular transaction buried in a spreadsheet that no one is looking at in any detail, along with what might be thousands of similar tail spend items coming from thousands of suppliers.

However, what is increasingly keeping CFOs up at night is the realization that these tail spend items can have a very oversized impact. For example, what happens when a jet engine can’t be sold to the end customer because the manufacturer didn’t have a stockpile of those $0.30 screws, and the supplier shut down because of a COVID outbreak? Or maybe no one verified that the screws meet new standards. Suddenly, a tail spend item that had flown under the radar with minimal visibility (if any) is having an oversized impact—a costly impact. 

This makes tail spend not just an issue for procurement but something the CFO needs to be on top of as well.


The Challenge: How to Fix Tail Spend

You can see how tail spend has the potential to spin out of control and become a nightmare, especially under current conditions. For many companies, tail spend simply isn’t subject to the same process that the rest of procurement adheres to because it’s a small portion of budget and difficult to track. With the potential for thousands of items involved and multiple teams that could be triggering a purchase, the tracking and management of tail spend is a massive challenge for CFOs.

Tracking tail spend manually is simply not possible at scale.

However, despite the difficulties, it’s a challenge they must meet. The question is, how? Resources are limited, information may be siloed, the procurement team is typically understaffed these days, and their focus tends to be on bigger-ticket items.


The Solution to Fixing Tail Spend: Arkestro

The answer to the challenge of managing tail spend and giving CFOs visibility into the process they need is Arkestro.

Using Arkestro to capture tail spend items saves everyone time through its advanced AI and machine learning-driven automation. The CPO and the procurement team don’t need to switch to a new procurement system or methodology. Adding Arkestro into their existing processes and tools will save them time. It will save money. It will help them to achieve their strategic goals. Running tail spend procurement through Arkestro gives the CFO the needed visibility and ensures compliance.

In addition, running tail spend through Arkestro allows the CFO to account for macro factors like supply chain disruption and preferred strategic suppliers in the bidding process. This predictive tail spend is a game-changer and an invaluable capability in today’s challenging business environment. 

So, how will you get control of your 80/20 headache? Despite seeming like an uncontrollable low-priority issue, getting a handle on tail spend is worth your effort. Especially when you have Arkestro in your corner. Get a demo from our team to learn how you can tame tail spend.

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Rob DeSantis


As a former co-founder of Ariba running sales, Rob has deep expertise in the procurement space, having helped propel Ariba from zero to $250 million in revenue in four years and IPO of the year in 1999 before its acquisition by SAP a decade later. In addition to co-founding Ariba, Rob was also an early angel investor and board member of LinkedIn, the world’s largest professional online network.

More recently, Rob served as an investor and advisor to a small portfolio of companies including Bloom Energy, AEye, Inc., HiQ Labs, Agiloft, USEND and more. He is also a co-founder of Dibbs Technology and TrueParity. Rob holds a BSME from the University of Rhode Island.

Marty Meyer

Chief Financial Officer

A trusted partner and advisor on the executive team, Marty has a unique background having been the CFO of nine venture backed technology companies. Marty has raised over $300M in venture funding and has closed six strategic M&A transactions with a combined value of over $1B. Marty has deep domain expertise in ecommerce, consumer internet, networking, data security, data privacy, media technology and enterprise software industries. Marty is especially experienced in the finance and operations activities of SaaS companies and is driven by data and metrics to help create outstanding customer experiences and drive efficient growth.

Neil Lustig

President and Chief Operating Officer

Neil is a seasoned executive with over 30 years of experience leading and building teams in Tech. Neil brings insights from a variety of market spaces and company sizes. Most recently Neil was the CEO of GAN Integrity, an innovative SaaS Compliance technology company serving enterprise customers in North America and Europe. Before that Neil was the CEO of Sailthru, a leader in ML driven personalized multi-channel marketing communications for media and e-commerce markets. Prior to that Neil was the CEO of Vendavo, the leader in B2B price optimization and management for large enterprises. Before Vendavo, Neil led the commercial team at Ariba, the market pioneer that defined and created the eProcurement space. Neil served as the GM of Ariba Europe and subsequently the GM of Ariba North America. Neil started his career at IBM where he spent sixteen years, initially as a software developer, and then twelve years in a variety of Sales and Marketing roles


Neil has a BS in Computer Science and Applied Mathematics from SUNY Albany. He is a native New Yorker, Brooklyn born, and still resides with his wife and three children in New York City.

Bonnie Adams

Director of People Operations

Bonnie is a People Operations and HR veteran, with over a decade of experience establishing successful people and culture functions for early to mid-stage tech startups going through high growth phases. She has a passion for supporting and creating inclusive and collaborative work environments and is well-versed in driving positive changes in her organizations as a trusted leader. Prior to joining Arkestro Bonnie worked as the People & Culture Coordinator for Ionic Security, helping them scale from 5 to over 200 employees in addition to a $120M funding round. Most recently she was the Head of People & Culture for blockchain innovator Storj Labs and was the Director of Human Resources at PrizePicks, the largest independently owned Daily Fantasy Sports platform in North America.

Arym Diamond

Chief Revenue Officer

Arym Diamond joined Arkestro in January 2022 bringing over 20 years of experience in the enterprise software and consultancy industry.  He is responsible for the worldwide go-to-market revenue strategy. Prior to Arkestro, Arym was Chief Revenue Officer at CalAmp focused on Telematics and Logistics. He also served as the area vice president of North American Sales within the Salesforce.com Enterprise Business unit for Einstein Analytics & AI, where analytics and machine learning were re-imagined for the front office.  Prior to that, he spent over 10 years at Oracle in various sales positions. Arym holds an MBA from the University of Southern California Marshall School of Business, and an undergraduate degree from California State University.

2022 Gartner® Hype Cycle™
for Procurement and Sourcing
includes Arkestro.

2022 Gartner® Hype Cycle™ for Procurement and Sourcing includes Arkestro.

Gartner® Hype Cycle™ are registered trademarks of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.


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