Total Cost of Ownership

How does total cost of ownership help compare suppliers objectively?

Summary

9 minutes reading time

Thijs Canjels

Business Innovation Manager

Thijs Canjels is Business Innovation Manager at Faes and specializes in packaging management and supply chain optimization. In his blogs, he shares insights on efficiency improvements, cost savings and the strategic role of packaging in modern supply chains.

What is total cost of ownership in supplier evaluation?

Total Cost of Ownership (TCO) in supplier evaluation is a method used to calculate all costs associated with purchasing, using and maintaining a supplier’s products or services throughout their entire lifecycle. It goes beyond just the purchase price. TCO includes direct costs, such as the purchase price, but also indirect costs, such as transport, storage, training, maintenance and even the costs of downtime or quality issues. For industrial packaging, for example, this means that you look not only at the price per package, but also at sustainability, reusability, storage efficiency and the impact on your logistics processes. This approach gives you insight into the true financial impact of a supplier choice. It helps you recognise patterns that only become apparent after months or years, such as higher maintenance costs or more frequent replacements with cheaper alternatives.

How does TCO analysis remove bias from supplier selection?

TCO analysis eliminates bias by using objective, measurable criteria rather than subjective impressions or emotional factors. It forces you to look systematically at all cost items, not just the most obvious ones. Many procurement decisions are influenced by cognitive bias. You may focus too much on the purchase price because it is the most visible, or you may be guided by previous positive experiences with a supplier without objectively assessing the current situation. TCO analysis breaks this cycle by providing a structured framework. By evaluating all suppliers against the same criteria, you create a level playing field. Each supplier is assessed based on the same cost items and time horizon. This prevents you from comparing apples with oranges and ensures consistency in your decision-making. The process also forces you to make assumptions explicit. Instead of guessing about maintenance costs or lifespan, you will collect concrete data. This leads to more reliable comparisons and better long-term decisions.

What costs should be included in supplier TCO calculations?

A complete TCO calculation for suppliers must include all direct and indirect costs: acquisition costs, operational costs, maintenance costs, training costs, quality costs, logistics costs and end-of-life costs. Direct costs are the most obvious: the price you pay for the product or service, including any setup or installation costs. But the indirect costs are often much higher than expected. Operational costs cover everything needed to use the product: energy, consumables, staff and facilities. For packaging solutions, for example, this means storage space, handling equipment and labour time for packing and unpacking. Quality costs are often overlooked, but can have a huge impact. Consider costs for inspections, repairs, claims handling and reputational damage caused by quality issues. The costs of downtime or delays due to supplier failure are also included here. Don’t forget exit costs either: what does it cost to switch suppliers? This includes contractual penalties, transition costs, new training and potential loss of investment in specific tooling or systems.

How do you calculate total cost of ownership for suppliers?

A TCO calculation begins by defining the evaluation period and identifying all relevant cost items. You then collect data for each cost item, convert everything to net present value and add all costs together to arrive at a total score per supplier. Start by setting a realistic time horizon. For industrial packaging, this could be 3–5 years, depending on the expected lifespan and contract duration. Use the same period for all suppliers to ensure a fair comparison. Create a detailed cost structure with categories such as purchase, transport, storage, handling, maintenance, training and disposal. For each category, gather specific figures from suppliers, internal departments and historical data. Discount future costs to present value using an appropriate discount rate. This is important because costs incurred later carry less weight than immediate costs. Add up all the discounted costs to arrive at the total TCO per supplier. Also carry out a sensitivity analysis by running through different scenarios. What happens if volumes are 20% higher, or if the lifespan is longer than expected? This provides insight into the robustness of your calculation.

What’s the difference between TCO and lowest price procurement?

The difference between TCO and procurement based on the lowest price is that TCO takes into account all costs over the entire lifecycle, whilst procurement based on the lowest price focuses solely on the initial purchase price. TCO provides a complete cost picture; the lowest price shows only the tip of the iceberg. Procurement based on the lowest price is tempting because it is simple and quick. You compare prices and choose the cheapest option. This works well for standard commodities where quality and service vary little. But for more complex purchases, this can lead to sub-optimal decisions. A TCO approach takes more time and effort to prepare, but often yields better results in the long term. You may find that a more expensive supplier can ultimately be cheaper due to lower operational costs, better quality or a longer lifespan. In practice, you often see that companies which purchase purely on price later encounter problems with quality, delivery reliability or service. They save on the initial purchase, but end up paying the price in the form of higher operational costs, more downtime or customer dissatisfaction.

How do you gather accurate data for TCO supplier comparison?

You gather accurate data for a TCO comparison through a combination of supplier information, internal historical data, market benchmarks and, where necessary, expert estimates. The most important thing is to be consistent and transparent about your sources and assumptions. Start with a structured questionnaire for suppliers. Ask not only about prices, but also about specifications that influence operational costs: lifespan, maintenance intervals, energy consumption, training requirements and warranty terms. Be specific in your questions to obtain comparable answers. Where possible, use your own historical data. Analyse previous projects involving similar suppliers or products. What were the actual costs for maintenance, training or claims? This internal data is often more reliable than supplier estimates. For missing data, you can refer to industry benchmarks, consultant reports or the experiences of other departments. Always document your sources and assumptions so that others can understand and validate your calculation. Also build feedback loops into your process. After implementation, track the actual costs and compare them with your TCO forecast. These insights will improve your subsequent analyses and make you increasingly better at predicting total costs. At Faes, we help companies optimise their packaging management by integrating TCO insights into the development of bespoke packaging solutions. By taking all cost items into account early in the design process, we create solutions that are not only technically excellent but also deliver optimal economic performance throughout their entire lifecycle.

Frequently Asked Questions

How long should I track costs after implementing a TCO-based supplier selection?

Track costs for at least one full product lifecycle or contract period, typically a minimum of 2–3 years. This allows you to validate your TCO predictions against actual performance and refine your methodology for future evaluations. Document variances between predicted and actual costs to improve accuracy in subsequent TCO analyses.

What should I do if suppliers refuse to provide detailed cost information for TCO analysis?

Use industry benchmarks, historical data from similar suppliers, or expert estimates as proxies. Be transparent about these assumptions in your analysis and weight the evaluation towards suppliers who provide complete data. Consider this lack of transparency as a potential risk factor that could indicate future collaboration challenges.

How do I handle TCO calculations when comparing suppliers with very different business models?

Focus on the total value delivered rather than individual cost components. For example, a full-service supplier with higher upfront costs might include services that you would need to source separately elsewhere. Break down each supplier’s offering into comparable service levels and calculate the true cost of achieving equivalent outcomes.

Can TCO analysis be applied to small purchases or should it only be used for major supplier decisions?

TCO is most valuable for significant purchases where hidden costs can substantially impact total expenses. For small, one-off purchases, a simplified TCO approach focusing on the most critical cost drivers may be sufficient. Reserve full TCO analysis for strategic suppliers, high-volume purchases, or complex products where operational costs are substantial.

How do I account for inflation and currency fluctuations in multi-year TCO calculations?

Include inflation assumptions in your discount rate calculations and use consistent currency bases across all suppliers. For international suppliers, consider currency hedging costs or build in exchange rate volatility buffers. Document these assumptions clearly and perform sensitivity analyses to understand how currency changes might affect your supplier ranking.

What are the most common mistakes companies make when implementing TCO for supplier evaluation?

The biggest mistakes include focusing only on easily quantifiable costs whilst ignoring qualitative factors, using inconsistent time periods for different suppliers, and failing to update TCO models with actual performance data. Many companies also underestimate the effort required for data collection and do not involve operational teams who understand the true costs of working with different suppliers.