Vendor management: keeping track of who you depend on
Vendor management is knowing who your suppliers are, what you agreed, when it renews, and what happens if they disappear. Most of the risk sits in the ones nobody is tracking.
A contact list template is easy to make and hard to keep true. Choose fields that stay accurate, decide who owns the list, and it stays useful past its first month.
A contact list template is one of those small artefacts every business builds three times: once for suppliers, once for clients, once for the emergency list on the wall. The structure barely differs, and the reason all three decay is the same — nobody owns them, and half the fields were never checkable in the first place.
Start by naming what the list is for. A supplier list exists so somebody can place an order at short notice. An emergency list exists so somebody can be reached at 2am. A client list exists to be segmented and mailed. Those three purposes want different fields, and merging them produces a list that serves none.
Every field you add is a field somebody must maintain. Ten well-kept fields beat twenty-five where half are blank and the rest are two years old — and a blank field is honest, while a stale one is a small trap for whoever relies on it.
A spreadsheet is the right starting point: it is fast, everyone can edit it, and a contact list template is genuinely a table. It stops being right at the point where several people need to edit at once, where you want the same contact to appear in two lists without being duplicated, or where you need a history of what changed. That is the moment to move to an address book proper — the data is the same, the guarantees are different.
Ettex Contacts is that step: contacts and companies as separate but linked things, tags and smart lists so a contact belongs to several groupings without being copied, import and CSV export so moving in from your spreadsheet and back out again is a non-event, and an activity feed so you can see what happened with a contact rather than guessing from a stale note. It is free, and includes two thousand contacts per seat. If you would rather stay in a sheet, Ettex Sheets imports XLSX with formulas intact and gives you dropdown validation for the category column; when contacts arrive from outside — a supplier form, a signup — Ettex Forms collects them timestamped in one inbox for a clean import.
The boundary: Ettex Contacts is an address book, not a marketing platform. There is no email sending or campaign tracking from it, no automatic enrichment that fills in a company from an email domain, no business-card scanning, and no two-way sync with your phone's contacts. Import, tag, search, export — deliberately simple.
Name, company, role or purpose, one primary phone and email, a backup contact, category as a controlled list, notes, and a last-verified date. Add an address only if you post things.
A spreadsheet is fine for one maintainer and a few hundred rows. Move to an address book when several people edit at once, when contacts need to belong to multiple lists, or when you need a history of changes.
Quarterly for suppliers and anything operational, annually for the rest — and stamp a last-verified date each time so the freshness of a row is visible.
One home for the list, one row per person, and consistent formatting for name, company and phone. Most duplicates are created by importing a second copy of a list that was emailed around.
Contact data about identifiable people is personal data in most jurisdictions: keep only what you need, record marketing consent with a date, remove people who ask, and do not retain ex-employees' personal numbers indefinitely. Check your local rules.
One number per field, in international format with the country code, from the very first row. Consistency here is what makes export, dialling and merging work later.
A contact list template is ten fields and one owner. Keep name and company apart, one number per field, a category you control, and a last-verified date — and review it before you need it rather than while you need it.
Vendor management is knowing who your suppliers are, what you agreed, when it renews, and what happens if they disappear. Most of the risk sits in the ones nobody is tracking.
A sales plan template is not a forecast. The forecast says what you expect to close; the plan says who will do what, to whom, how often, to make that number arrive rather than merely be predicted.
Financial statements only make sense as a set. The income statement explains a period, the balance sheet a moment, the cash flow statement the difference between them — and the difference is where most businesses get surprised.