Who Should be Involved in the CMMS Buying Process?

The organizational structure and corporate hierarchy vary from company to company. Large companies often have multiple levels of authority, including a board of directors, a company president or CEO, and managerial staff divided by region, market, or product line. In medium-sized companies, the hierarchy is less complex, but department managers still oversee several individuals. In small companies, managers have multiple roles due to fewer employees, and business decisions can be made faster with fewer people involved.

Regardless of your company's size, purchasing a CMMS will affect many individuals within your organization. Therefore, it's crucial to gain buy-in early in the process. Gathering feedback from your internal stakeholders and building alignment is vital in the CMMS software buying journey. Although maintenance teams will primarily use the software, a successful solution impacts other departments like finance and accounting. Involving other stakeholders helps them to become evangelists, improving the odds of success for the CMMS software implementation.

The success record for CMMS software implementations is mixed. Some studies indicate that only 6% of companies utilize all CMMS functions after implementation, 61% of maintenance managers find CMMS implementations challenging, and only 39% use it consistently. Approximately 10% never update work orders. These statistics highlight common implementation and adoption issues. A CMMS buying team representative of all CMMS stakeholders could help mitigate these issues.

The selection of participants in the CMMS buying process depends on the organization's size. Generally, three teams emerge:

• Strategic,
• Procurement, and
• Project Teams.

This framework may not apply universally but serves as a general guideline. Its importance is based on the high rate of implementation failures, a well-documented issue over the past two decades.

Strategic Team - The Executive Leadership

The Strategic Team provides executive leadership and oversees specific departments. It organizes resources to achieve quantifiable goals, standardizes activities, interprets information, and approves necessary capital expenditures.

In a representative organization, the executive team involved in the CMMS buying process would include the following roles:

• The CFO (Chief Finance Officer)
• The COO (Chief Operations Officer)
• The CIO (Chief Information Officer)

Depending on the complexity of the organization, even the Board of directors (BoD) might be involved in approving the annual business plan. In smaller organizations, it could also be the founder/owner and key executives. In one of our earlier blog posts, the Click Maint team presented a case for getting executive buy-in.

Despite the growth in the Computerized Maintenance Management Software (CMMS) market, some executives are reluctant to invest in the software for their organizations. Getting executive buy-in for a CMMS involves demonstrating its value, benefits, and return on investment (ROI) to the organization. According to Will Brookes, CEO of Raconteur, getting executive approval for purchases is more complex than ever due to digital transformation, the current economic climate, and pressures on businesses. He explained that the solo C-suite decision-maker has been replaced by buying committees of executives from finance, HR, IT, and other departments. While many executives may be up on the newest industry trends, some hold onto an “old school” mentality when embracing change on a large scale. Adopting CMMS software represents a significant shift in their maintenance operations approach, which comes with risk.

Here is how each executive role adds value:

CFO / Finance Manager

The CFO evaluates budgets and conducts ROI analyses to ensure the CMMS investment is justified. This involves budget constraints, total cost of ownership (TCO), vendor pricing, and contract review.

• Budget Considerations—The CFO ensures the CMMS purchase aligns with the company's approved capital budget. The CFO assesses whether the CMMS investment fits within the approved capital budget or if additional approvals are needed. Fortunately for the CFO, the CMMS budget would be a subset of the overall IT budget in an enterprise situation.
• Return on Investment (ROI) Analysis – CMMS ROI analysis is a fundamental step in the CMMS buying process. It is a tool to specify how much value a CMMS will add. The CFO’s team analyzes how the software will save costs by reducing downtime, optimizing asset life, and lowering maintenance expenses. The team will also consider total cost of ownership (TCO) calculations, including software licensing, implementation, training, maintenance, and upgrade costs.
• Vendor Pricing and Contracts – The finance team may negotiate costs (in partnership with procurement) with vendors to secure the best deal, ensuring pricing structures (subscription vs. one-time purchase) align with financial goals.

COO / Operations Manager

The COO ensures the software aligns with business goals and operating plans while maintaining team stability. COO responsibilities include operational efficiency, scalability, productivity impact, and alignment with business objectives.

• Operational Efficiency – The COO ensures that the CMMS buying streamlines maintenance processes, reducing unexpected downtime and improving asset utilization.
• Scalability and Growth - They check whether the CMMS can scale as the company expands, supports multiple locations, or increases asset volume.
• Impact on Productivity—The CMMS software should help optimize workforce productivity, reduce response times, and improve maintenance scheduling. The COO is expected to anticipate and address change management issues that could result from a CMMS implementation.
• Alignment with Business Objectives—The COO ensures that the CMMS aligns with broader company goals, such as sustainability initiatives, compliance improvements, or digital transformation strategies.

IT Director / CIO

The CIO oversees the IT budget allocation for CMMS implementation. The role involves assessing integration, security, data management (cloud or on-premise), user access, role management, technical support, and maintenance.

• System Integration – The IT team ensures that the CMMS integrates with existing enterprise software, such as ERP (Enterprise Resource Planning), inventory management, or IoT-enabled devices.
• Data Security and Compliance – IT ensures the system meets cybersecurity standards, including data encryption, user authentication, and compliance with industry regulations like ISO 55000 or OSHA. Depending on the primary geography of operations, the IT team could also consider data sovereignty issues.
• Cloud vs. On-Premise Deployment - They help decide between cloud-based and on-premise solutions, considering data storage, accessibility, and IT infrastructure capabilities. CMMS software can be deployed in both modes but is increasingly moving towards cloud-based deployment models.
• User Access and Role Management – The IT team ensures proper role-based access controls to prevent unauthorized data changes and maintain system integrity.
• Technical Support and Maintenance – They evaluate vendor support, software update policies, and potential downtime risks.

The procurement team often supports the strategic team in the CMMS buying process.

The Procurement Team

The procurement team is typically found in large or multinational enterprises but may also be in medium-sized businesses. This team adds value by conducting needs assessments, vendor evaluations, pricing negotiations, contract compliance, and implementation coordination. The procurement team is a proven constituent of a successful software-buying organization. The procurement team's responsibilities include ensuring that the chosen solution meets business needs, aligns with budget constraints, and complies with legal and regulatory requirements. They also bridge stakeholders—maintenance, IT, and finance—and software vendors, ensuring a smooth selection and implementation process. The procurement team ensures that a CMMS purchase is cost-effective, compliant, and aligned with the organization's business plan and long-term objectives. Their expertise in vendor selection, contract negotiation, and compliance helps prevent costly mistakes while securing the best possible software solution for the company.

The procurement team is involved in the following stages:

Needs Assessment and Vendor Shortlisting

Needs assessment involves working closely with the maintenance and IT departments to define business requirements and identify software features that align with organizational goals. The team then shortlists vendors based on several factors, including functionality, industry reputation, and cost-effectiveness. This ensures the proposed CMMS aligns with company needs around asset management, preventive maintenance, and executive MIS reporting.

Vendor Evaluation and Selection Process

Once vendors are shortlisted, the procurement team leads the evaluation and selection process. They compare software features, service-level agreements (SLAs), and total cost of ownership (TCO). They verify vendor reliability by checking their experience, customer support quality, and track record in the industry. Increasingly, procurement teams are also leveraging software review websites for comparisons. They may also issue Requests for Proposal (RFP) to gather detailed insights from potential vendors. An RFP process is a typical step when procurement is involved. An RFP helps procurement buy time and allows them to incorporate the latest developments in CMMS by learning from the participating vendors. During the evaluation process, companies will request live demonstrations, usually delivered via web conference (like Zoom, Microsoft Teams, or Webex) with key stakeholders. It is also common for companies to request a trial to evaluate various CMMS products.

Pricing and Contract Negotiations

The procurement team's most critical contributions are cost control and budget optimization. Procurement teams have proven their role by credibly contributing to cost-cutting. By negotiating software pricing, licensing fees, and implementation costs, they ensure the company does not overspend and gets the best contract terms possible. The team also evaluates pricing models—such as subscription-based (SaaS) vs. perpetual licensing—to ensure the chosen CMMS provides the best return on investment (ROI) with the least risk. Their goal is to ensure pricing transparency while preventing hidden costs. Beyond cost considerations, contract negotiation and vendor management are essential responsibilities. The procurement team ensures service-level agreements (SLAs) clearly define performance expectations, uptime guarantees, and support services. The procurement function also prevents unexpected costs due to unclear contract terms when purchasing enterprise software. Procurement minimizes financial risks and ensures vendor accountability by securing favorable warranties, data ownership rights, and exit clauses.

Compliance and Legal Considerations

Many industries, including maintenance-centric ones like manufacturing, must adhere to strict maintenance and data security regulations - OSHA, ISO 55000, and GDPR. The selected CMMS must meet compliance requirements to avoid legal penalties and operational disruptions. The procurement team also ensures vendor contracts adhere to company policies and legal standards. They review terms related to data security, data sovereignty, warranties, service agreements, and exit clauses, ensuring the company maintains control over critical data and avoids potential legal risks. This step protects the organization from compliance violations or vendor lock-in.

Implementation Coordination

The procurement team coordinates internal approvals for purchase orders (POs) and oversees finalizing the contract. They also ensure the vendor offers ongoing support, training, and integration capabilities to maximize system adoption and long-term value. Once the CMMS is purchased, the team works with IT and maintenance teams to ensure smooth software onboarding, training, and implementation. They also monitor vendor performance, ensuring that the software meets agreed-upon service levels and continues to deliver value over time.

The CMMS Project Team

The focus here is specifically on the CMMS project team, which is central to the project's success. This team handles change management and implementation. While strategic and procurement teams lay the groundwork, the CMMS project team ensures successful implementation and bears full responsibility for the project.

Identifying the CMMS Project Lead

Implementing a CMMS can be complex and time-consuming, making it essential to designate a project lead early. This individual, typically a facility or maintenance management team member, is the primary advocate for the project. They oversee the implementation process, ensure project goals are clearly defined, and keep progress on track. The project lead is crucial in engaging stakeholders, addressing concerns, and ensuring company-wide alignment. A dedicated project lead significantly increases the likelihood of a successful CMMS implementation. Thus, involving them early in the buying process is recommended.

Other CMMS Stakeholders

Implementing a CMMS will impact others within the organization, aside from the project lead. Identifying and involving these stakeholders early can help streamline the selection process and improve adoption.

• Technical Expert: A technical expert should be involved from the beginning to provide IT support, assess system compatibility, and determine whether additional hardware or software is required. Their expertise ensures the CMMS integrates smoothly with existing systems and meets cybersecurity and compliance standards.
• Power Users: Power users are facility or maintenance management team members who will play an advanced role in the system’s implementation and daily operation. They are responsible for system setup, configuration, administration, and training of other users. Because they develop an in-depth understanding of the CMMS, power users also help define system requirements and evaluate potential solutions. Their input is critical in ensuring the system meets operational needs.
• End Users: The end users are typically maintenance technicians and staff who rely on the CMMS for daily operations, such as work order management, preventive maintenance scheduling, and asset tracking. While they may not be heavily involved in the evaluation and selection process, their feedback is valuable in understanding how the software will impact daily workflows. Engaging end users early can improve adoption rates and ensure the system is user-friendly and efficient.

Other Management Team Members

Team members from other departments - production, quality, and operations - can provide insights into how the CMMS will integrate with broader business processes. Their experience with previous business process automation projects can ensure that the CMMS implementation aligns with company-wide objectives. Team members with experience in software implementation projects can also offer guidance on navigating external and internal issues.

Process and Stakeholder Management are Key

In conclusion; this discussion has provided a broad overview of who should be involved in the CMMS software buying process. The specific participants may vary based on organizational complexity and size. While identifying who is involved is important, ensuring that a structured process is followed and that stakeholder management is emphasized to address issues as they arise is equally important.