Paul Ogbuokiri 
Procurement has long been treated as a transactional necessity rather than a strategic function, but Stella Eshett, the founder of Vender, sees it differently.
In her years working with businesses across industries, she observed a pattern: companies were losing money not because they couldn’t find suppliers, but because they had no structured way to manage them.
Procurement inefficiencies weren’t just about bad deals; they were about poor visibility, inconsistent pricing, supplier unreliability, and a lack of long-term planning.
Vender was built to fix that not by simplifying procurement, but by making businesses more intentional about how they engage vendors, track supplier performance, and secure supply chains against future disruptions.
Fundamentally, the company questions the notion that supplier relationships ought to be evaluated solely at the time of purchase.
Many companies are reactive in their operations, finding suppliers only when necessary and basing choices on immediate cost savings rather than long-term benefits.
Over time, this leads to operational inefficiencies, price instability, and supply volatility that negatively impacts corporate performance.
By implementing a systematic vendor management system that places an emphasis on dependability, strategic alliances, and cost effectiveness, it changes that strategy.
Businesses patronize the company to create a supplier network that is built for operational resilience, accountability, and consistency rather than merely sourcing vendors.
One of the biggest misconceptions in procurement is that the lowest price always means the best deal. In reality, bad supplier choices often lead to hidden costs, delays that slow down production, inconsistent product quality that leads to rework, and contractual gaps that leave businesses exposed to supply chain shocks.
It doesn’t just provide businesses with supplier options; it offers a structured way to assess vendor credibility, negotiate contracts effectively, and ensure pricing remains competitive without compromising quality or reliability.
It allows businesses to manage procurement with the same level of strategic intent they apply to sales, growth, and market expansion.
Different industries face different supply chain challenges, and it was built to be adaptable.
Manufacturers need stability in raw material sourcing, logistics companies need consistency in freight partnerships, retailers need dependable inventory flow, and infrastructure firms need reliable contractors.
Each of these industries requires a different approach to vendor management, but the underlying principle remains the same: businesses perform better when they have full control over how they source, assess, and maintain supplier relationships. It is structured to provide that control without overcomplicating procurement processes.
Building Vender was never about developing a new procurement tool for her; rather, it was about changing the way companies view procurement.
Under her direction, the firm is demonstrating that procurement is more than just purchasing; it’s also about making more informed choices that affect long-term business resilience, operational stability, and financial performance.
The company’s relevance continues to grow in an era where supply chain disruptions are frequent, unpredictable, and costly. Businesses that fail to build structured supplier networks risk falling into cycles of uncertainty, while those that take a proactive approach to procurement position themselves for stability, cost efficiency, and stronger operational control.
The companies that will thrive in the coming years won’t just be the ones that sell the best products or services, they will be the ones that have the most reliable supply chains supporting them.
