Employee Onboarding Checklist for Small Businesses in India: A Practical Guide

A new employee can struggle even when they have the right skills if equipment is not ready, responsibilities are unclear or nobody explains how work moves through the business. A practical small business employee onboarding checklist India helps small teams welcome people consistently, protect customer information, teach core workflows and set clear early expectations.

Quick answer: prepare before the start date, assign an onboarding owner, explain role expectations, provide secure access, demonstrate real workflows and schedule check-ins across the first weeks and months. Adapt documents and policies to the role and applicable employment requirements.

In this guide

• Preparation and first-day orientation
• Role training, secure access and check-ins
• Measurement, common mistakes and checklist
• FAQs and next steps

Why onboarding matters beyond the first day

Employee onboarding is the process of helping a new hire understand the role, team, tools, workplace expectations and first priorities. For a small business, a thoughtful process can reduce confusion, protect customer service and help a new colleague become productive without relying on one busy manager to explain everything from memory. It is more than collecting forms or handing over a laptop.

The right process depends on the role. A frontline employee may need customer-service scripts and safety procedures; a remote team member may need secure account access and communication norms; a specialist may need technical documentation and review checkpoints. Keep the core structure consistent while tailoring role-specific tasks.

Prepare before the employee joins

Before the start date, confirm the role, reporting manager, work location or remote arrangements, schedule, compensation terms already agreed, required documents and first-week priorities. Prepare equipment, workspace, accounts and access permissions. Tell the employee where to arrive or log in, whom to contact and what to bring, without requesting unnecessary sensitive information over insecure channels.

Coordinate with the team so the new hire is not left waiting for access or basic instructions. Assign an onboarding owner and a backup. If a tool or device is delayed, have a safe interim plan that does not expose confidential information or require the employee to use personal accounts for business data.

Create a first-day welcome and orientation

The first day should answer practical questions: who the employee works with, how to ask for help, what the business does, how work is organised and what a successful first week looks like. Introduce key colleagues, explain communication channels, review working hours and break expectations, and provide a concise overview of customers and services relevant to the role.

Avoid overwhelming a new hire with a long presentation and dozens of documents in one sitting. Provide a written starter guide and time to ask questions. Make clear which policies are essential immediately—such as safety, data handling and customer confidentiality—and which technical details can be learned progressively.

Explain role expectations and success measures

Give the employee a clear description of responsibilities, decision authority, key relationships and work priorities. Explain how tasks are assigned, what quality looks like, which deadlines matter and when the employee should escalate a problem. If the role has measurable goals, explain how they are defined and reviewed rather than expecting the person to infer success from informal feedback.

For a new hire, early goals should emphasise learning and reliable execution before demanding full speed. Use a short written 30-, 60- and 90-day outline where appropriate, but adapt it to the complexity of the role. Do not promise a guaranteed career outcome or evaluation result that the business cannot substantiate.

Handle documents and policies securely

Create a checklist of employment documents and policy acknowledgements that are actually required for the role and jurisdiction. Explain why information is being collected, who can access it and how it will be stored. Restrict sensitive personnel records to authorised people and use a secure HR or document system rather than a shared public link or informal group chat.

Employment obligations differ by location, employee category and business context. Use qualified HR, legal or payroll advice to confirm applicable documentation, wage, tax, social-security, leave and workplace requirements. Avoid copying a generic online checklist as if it were legal advice for every Indian business.

Set up accounts, equipment and access controls

List the systems the employee needs: email, communication tools, scheduling, finance, customer records, project software or role-specific applications. Grant the minimum permissions needed for the role, use individual accounts where possible and enable multi-factor authentication. Explain password-manager use and how to report a suspicious message or lost device.

Do not share one permanent password across a team or give broad administrator access simply because setup is easier. Record who approved access and review it when responsibilities change. For remote employees, explain device updates, screen-lock practices, approved file-sharing tools and the procedure for returning or wiping business equipment when employment ends.

Teach the actual workflow, not just the tools

Knowing how to open software is not the same as knowing how the business uses it. Demonstrate the end-to-end workflow for common tasks: where a request arrives, how it is recorded, who approves it, what quality check is required and how completion is communicated. Provide examples of a good finished task and common mistakes to avoid.

Use a show, do, review pattern. First demonstrate the task, then let the employee perform it with support, and finally review the result together. Capture recurring instructions in a short standard operating procedure so the next hire does not depend on the same person repeating the explanation.

Assign a buddy and make questions welcome

A buddy or designated colleague gives a new employee a safe place to ask everyday questions without waiting for a manager. Clarify the buddy’s role and time commitment; do not make the person responsible for formal HR decisions unless that is part of their role. Encourage the new hire to ask when a process is unclear instead of guessing on customer, financial or safety matters.

Managers should schedule check-ins rather than assuming silence means everything is fine. Ask what is clear, what is blocked, which relationships need support and whether the workload is appropriate. Respond constructively to early questions. A culture that punishes people for asking for clarification can lead to avoidable errors and safety risks.

Train on customer service and quality standards

Explain how the business wants customers to be treated, which promises staff can make, how complaints are escalated and what information must never be shared. Use realistic examples from the role. For sales and service teams, clarify the approved description of offerings, pricing boundaries, response expectations and the process for correcting mistakes.

Do not encourage staff to fabricate reviews, hide material limitations or promise delivery dates they cannot verify. Quality standards should help employees make accurate, consistent decisions. If the business uses scripts, allow staff to adapt them naturally while preserving essential facts and commitments.

Build a structured first-week plan

A first-week plan might include introductions, policy essentials, system access, observing a colleague, completing a supervised task, reviewing role documentation and meeting the manager. Set realistic daily priorities and leave room for questions. Provide a clear list of who can help with technical, operational, customer or administrative issues.

At the end of the week, review what the employee can now do independently, what still needs practice and what should happen next. Update the plan if the role or workload differs from the original assumption. Onboarding should adapt to the person’s learning needs without lowering necessary quality or safety standards.

Use 30-, 60- and 90-day check-ins

A staged check-in gives the employee and manager time to discuss progress, blockers and support. At around 30 days, review role clarity, training and early tasks. At 60 days, discuss independence, work quality and collaboration. At 90 days, review progress against the agreed role expectations and set the next development priorities. These intervals are a framework, not a universal employment rule.

Use concrete examples and two-way feedback. Ask the employee what has helped, what remains confusing and which process could be improved. Document agreed actions and owners. Avoid relying only on a single impression or vague personality labels; evaluate work against expectations relevant to the role and give the person a fair opportunity to respond.

Make remote and hybrid onboarding intentional

Remote employees need explicit communication norms because they cannot learn everything by observing a shared workplace. Explain core meeting times, expected response windows, where decisions are documented, how to request help and how to distinguish urgent issues from routine messages. Provide access to the same essential documentation as onsite staff.

Schedule short introductions and check-ins, but avoid filling every hour with video calls. Confirm equipment, connectivity and secure access before the start date. Do not assume employees should use personal devices or accounts for confidential work without a clear, appropriate policy and safeguards.

Measure onboarding quality and improve it

Track practical indicators such as whether required access was ready on day one, whether training tasks were completed, how quickly the employee can perform defined duties safely, and what questions or blockers recur. Ask new hires for feedback about clarity, workload and the usefulness of materials. Metrics should help improve the process rather than label people prematurely.

Review onboarding outcomes by role and manager where the sample is meaningful, while respecting employee privacy. If several people struggle with the same workflow, improve the documentation or training instead of assuming each person is individually at fault. Keep records proportionate and share feedback only with people who need it.

Common onboarding mistakes to avoid

Frequent mistakes include starting without equipment or access, giving a large document pack with no guidance, leaving responsibilities unclear, assuming a buddy replaces a manager, and evaluating a new hire before expectations have been explained. Another mistake is treating onboarding as a single day rather than a supported transition into the role.

Avoid making promises about promotion, bonuses or continued employment unless they are properly authorised and documented. Do not collect extra personal data merely because a form has a field for it. Keep required policies clear, make room for questions and review the process after each hiring cycle.

A practical onboarding checklist for small businesses

Before joining: confirm start details, prepare equipment and access, assign an onboarding owner, send the welcome information and identify the first-week tasks. Day one: welcome the employee, introduce the team, explain essential policies, confirm access and discuss role expectations. Week one: demonstrate core workflows, provide supervised practice, schedule manager and buddy check-ins, and record outstanding training needs.

First 30 days: review role clarity, task quality, workload and support. By 60 days: confirm progress on core duties and address repeated blockers. By 90 days: review agreed goals, gather feedback and set next development priorities. Adapt the checklist to the role and legal requirements, and store any personnel records securely with controlled access.

Frequently asked questions

How long should onboarding last? It depends on role complexity, risk and prior experience; essential orientation may happen on day one, while role learning can continue for weeks or months. Does a small company need HR software? Not necessarily. A controlled checklist and secure document process may be enough at low volume. Who owns onboarding? Assign one accountable owner, usually the manager or designated HR/operations person, with support from IT and a buddy where appropriate.

What should be covered first? Safety, essential policies, role expectations, communication routes, access and the most important workflows should come early. How can onboarding improve retention? Clear expectations, respectful support and regular feedback can improve the experience, but no checklist guarantees retention. Use employee feedback and observed workflow issues to refine the process.

Conclusion: make onboarding repeatable and human

A useful employee onboarding checklist combines preparation, welcome, clear role expectations, secure access, hands-on workflow training, regular check-ins and feedback. It creates consistency without treating people like a form to be processed. Start with the tasks that prevent confusion or risk, then tailor the learning plan to the actual job.

Explore related guides on digital transformation, small business marketing and starting a small business in India. For employment-specific obligations, consult a qualified HR or legal professional. Contact The Infinity Company on WhatsApp at +91-7290007100 to discuss practical business-process improvements.

Related resources and next steps

Explore our guides on digital transformation, small business marketing and starting a small business in India. For role-specific employment requirements, consult a qualified HR or legal professional.

Need help improving your business process?

Contact The Infinity Company on WhatsApp at +91-7290007100 to discuss practical business-process improvements.

Create role-specific training paths

A role-specific training path identifies the tasks a new hire must learn, the person who demonstrates each task, the practice exercise and the standard used to review the result. For a customer-facing role, the path might include handling a common enquiry, documenting the conversation and escalating a complaint. For an operations role, it might cover quality checks, stock records and safety procedures. For a technical role, it may include development environments, code review or system-change approvals.

Keep the path focused on the work the employee will actually perform. Mark tasks as introduced, practised with support or ready for independent execution, rather than relying on a single tick that hides the level of confidence. Revisit a task if the process changes or an error reveals a gap. The goal is reliable performance, not completing training boxes as quickly as possible.

Make policies findable after orientation

Employees should know where to find the current version of policies and procedures after the initial orientation. Store essential documents in a central location with clear names, owners and review dates. Tell staff which document is authoritative when a policy has changed, and avoid leaving multiple outdated copies in email threads or personal folders.

A concise index can group documents into safety, people policies, customer handling, information security, expenses and role procedures. Not every employee needs access to every document; use permissions that match the role. Ask employees to acknowledge important policies where appropriate, and make it easy to raise a question if a rule appears unclear or conflicts with the actual workflow.

Support accessibility and different learning needs

People learn at different speeds and may need different formats to understand a process. Combine short written instructions, demonstrations, practice tasks and time for questions. Use readable documents, captions or transcripts where helpful, and explain the essential information without relying only on informal verbal instructions.

Invite the employee to tell you what support would make the work clearer, without pressuring them to disclose private medical information. Consider reasonable adjustments and applicable workplace requirements with qualified HR guidance. A supportive onboarding process helps the person perform the role while maintaining the standards that matter for safety, customer service and quality.

Review onboarding after every hiring cycle

After the first few weeks, ask the new hire and their manager which steps were useful, which instructions were missing and where delays occurred. Check practical issues such as access readiness, equipment availability, unclear ownership, repeated questions and tasks that needed extra correction. Look for patterns across hires rather than overreacting to one person’s experience.

Choose one or two improvements for the next hiring cycle and assign an owner. Update the checklist and remove obsolete steps. Keep employee feedback confidential to the extent appropriate and share it only with people who need to act on it. A living checklist is more useful than a perfect-looking document that never changes.

Vendor Management for Small Businesses in India: A Practical Guide

Supplier delays, unclear quotes, inconsistent quality and invoice disputes can disrupt a small business. A practical small business vendor management in India process helps owners choose suitable vendors, set expectations, track delivery, manage payments and prepare for disruption without adding unnecessary bureaucracy.

Quick answer: list your vendors, classify them by business impact, define requirements before requesting quotes, document terms and approvals, verify delivery, match invoices and review critical supplier performance regularly. Apply controls in proportion to the value and risk of each relationship.

In this guide

• Supplier selection and due diligence
• Orders, delivery, invoices and scorecards
• Continuity, security and dispute handling
• 30-day setup and FAQs

What vendor management means for a small business

Vendor management is the practical process of selecting suppliers, agreeing expectations, placing orders, checking delivery, handling invoices and reviewing performance. For a small business, a reliable supplier can protect quality and customer commitments; a poorly managed relationship can cause stockouts, rework, unexpected charges or delays. The objective is not to create bureaucracy. It is to make important commitments visible and reduce avoidable surprises.

Your vendor network may include raw-material suppliers, delivery partners, software providers, contractors, maintenance services, marketing agencies or professional advisers. Different vendors create different risks, so apply stronger checks to suppliers whose failure could stop operations, expose customer data or create substantial financial loss.

Classify suppliers by importance and risk

Start by listing the vendors you rely on and what each one supplies. Record whether the item is critical, how quickly an alternative could be found, whether customer or business data is involved, and what would happen if delivery stopped. A low-cost office supply and a critical production component should not require the same level of review.

A simple tiering system may classify vendors as critical, important or routine. Critical vendors might need documented contingency plans and periodic reviews. Routine vendors may only need basic identity, price, delivery and invoice checks. Keep the method proportionate and avoid collecting personal or confidential information that is not needed for the decision.

Define requirements before requesting quotes

Before contacting suppliers, write a clear specification: item or service, quantity, quality standard, delivery location, required date, service levels, support expectations and acceptance criteria. For services, define the deliverables, milestones, exclusions and who approves completion. Clear requirements make quotations comparable and reduce disputes later.

When seeking multiple quotes, send the same essential scope to each vendor. Compare the total cost of ownership—not just the headline price—including shipping, installation, maintenance, training, payment terms, warranty and switching costs. If a cheaper offer excludes an important requirement, note that difference instead of treating the offers as identical.

Run proportionate due diligence

Verify that the vendor is a real and suitable business, can provide the required product or service, has credible references where appropriate, and can meet the requested delivery or support expectations. Check relevant registrations, licences, insurance or professional credentials when the type of work requires them. The checks should reflect the value and risk of the engagement.

For vendors that handle customer information or access internal systems, review their security practices, account permissions, data handling and incident contact process. Do not assume a polished website proves reliability. Equally, avoid intrusive checks that are unrelated to the service. For regulated or high-value arrangements, ask a qualified adviser what documentation is appropriate.

Compare price, quality and total cost

A sound supplier decision balances price with quality, reliability, flexibility, support and risk. A lower unit price may be offset by high minimum order quantities, frequent defects, longer lead times or expensive returns. Ask vendors to identify what is included, what costs extra and which assumptions affect the quote.

Create a weighted comparison only if it helps the decision. For example, evaluate quality, total cost, delivery reliability, service and risk on a consistent scale, then document why a vendor was selected. The scores are a decision aid, not objective truth. Where evidence is weak, mark it as unknown and test through a small order or trial rather than pretending certainty.

Agree written terms and responsibilities

Before committing, document the scope, price, quantities, delivery dates, acceptance criteria, payment milestones, warranties, returns, support, confidentiality and how changes will be approved. Include who to contact when something goes wrong. For recurring services, state the renewal and cancellation process so neither side is surprised.

Do not rely on informal assumptions about tax, liability, intellectual property, data access or termination. The right terms depend on the transaction and applicable law; use qualified legal or accounting advice for material agreements. Make sure the person approving the vendor has the authority and budget to do so.

Create a purchase order and approval workflow

A purchase order or equivalent written order records what the business intends to buy and under which terms. It can include vendor details, item or service, quantity, agreed price, delivery address, required date and authorised approver. Not every small purchase needs a complex purchase-order system, but significant commitments should be traceable.

Set spending thresholds that match your business size and risk. For example, routine purchases may be approved by a team lead while larger or unusual commitments require a second approval. The exact limits are internal policy choices, not universal standards. Keep an audit trail and do not split orders to bypass an approval threshold.

Track delivery, quality and acceptance

When goods arrive or work is completed, compare what was delivered with the order and agreed acceptance criteria. Record quantity, visible damage, missing items, defects, milestone completion and any unresolved issues. For services, retain evidence of approval such as a sign-off, delivery record or documented acceptance where appropriate.

Report discrepancies promptly and with evidence. Agree whether the vendor will replace, repair, reperform or credit the affected item, and record the resolution. Avoid paying an invoice automatically if the contract requires acceptance checks first, but also avoid delaying valid payment because internal paperwork is disorganised. Follow the agreed terms and communicate clearly.

Manage invoices and payment discipline

Match the vendor invoice against the order and evidence of delivery or service completion. Check supplier details, quantities, agreed prices, applicable taxes, credits and payment terms. A consistent review reduces duplicate payments, incorrect charges and disputes. Keep financial records in an appropriate accounting system with access limited to authorised staff.

Pay valid invoices according to the agreed terms and communicate early if a discrepancy or cash-flow issue may affect timing. Vendor trust depends on the buyer’s reliability as well as the supplier’s. Do not change payment conditions unilaterally or send sensitive banking information through insecure channels. Verify any unexpected change to supplier bank details through a known, independently confirmed contact method.

Maintain a vendor scorecard that people will use

A simple scorecard can track on-time delivery, defect or rework rate, response time, invoice accuracy, support quality and total cost. Choose measures that matter for the vendor’s role; delivery punctuality may matter more for one supplier while security response may matter more for a software provider. Define each measure consistently and review evidence rather than relying only on impressions.

Discuss results with the vendor and allow them to explain unusual events or correct factual errors. A scorecard should support better decisions, not become a hidden punishment system. For low-volume suppliers, a structured conversation and record of incidents may be more useful than calculating a percentage from only a few orders.

Plan for disruption and backup suppliers

Consider what would happen if a critical vendor stopped operating, had a cyber incident, experienced a transport disruption or could not deliver during peak demand. For high-impact dependencies, identify alternatives, minimum stock or service continuity needs, internal owners and the time required to switch. A backup plan can be simple, but it should be usable when pressure is high.

Avoid assuming that a second vendor is a genuine backup if it depends on the same upstream supplier or route. Test alternatives where practical and keep specifications and onboarding information current. Balance resilience against the cost of holding extra inventory or paying for redundant capacity.

Protect data and systems when vendors have access

If a vendor accesses business systems or customer information, grant only the permissions needed for the task and remove them when access is no longer required. Use individual accounts where possible, strong authentication, current software and clear rules for sharing files. Know who to contact if access is lost or information is exposed.

Before sharing data, understand the purpose, storage, retention, subcontractors and deletion process. Avoid sending customer lists or credentials when a less sensitive method would work. Include relevant privacy and security terms in agreements and seek specialist advice for higher-risk processing. Vendor convenience should not override the business’s responsibility to protect the information it controls.

Handle underperformance and disputes professionally

When a vendor misses an expectation, record the facts: the commitment, what happened, the impact and the evidence. Contact the supplier promptly, explain the issue and ask for a corrective plan with an owner and date. For recurring problems, agree on measurable improvements and a review point rather than relying on vague assurances.

Keep communication professional and proportionate. Separate an isolated incident from a repeated pattern, and consider whether your own specification or approval process contributed to the issue. If the matter affects safety, legal obligations, confidential data or a major financial commitment, escalate internally and seek appropriate professional advice before making threats or ending the relationship.

A 30-day vendor management setup

Days 1–5: list current vendors, what they provide, owners, spend ranges and critical dependencies. Days 6–10: classify vendors by impact and identify missing documentation. Days 11–15: standardise the request-for-quote template and written approval process. Days 16–20: create a purchase and delivery checklist, plus an invoice-matching step.

Days 21–25: define a small set of performance measures for critical suppliers and schedule a review conversation. Days 26–30: identify one backup option or continuity action for the most critical dependency and review vendor access to systems and data. Start small; expand the process only where it prevents real risk or improves decisions.

Frequently asked questions

Does every supplier need a contract? The right documentation depends on the purchase, risk and applicable requirements. At minimum, significant commitments should have clear written scope, price, timing and payment terms. How many quotes should I obtain? Use a consistent comparison process when it is practical, but urgency, specialist markets and existing agreements can affect the approach.

Should a small business keep backup suppliers? For critical items or services, a credible alternative or continuity plan can reduce disruption. How often should vendors be reviewed? Review frequency should match risk, performance and how quickly circumstances change. What matters most: price or quality? Consider total cost, fit, reliability and risk rather than deciding on price alone.

Conclusion: make supplier relationships measurable

Good vendor management combines clear requirements, proportionate due diligence, written terms, authorised purchasing, delivery checks, invoice discipline and regular review. It protects customer commitments while giving suppliers a fair understanding of what your business needs. Begin with the vendors whose failure would cause the greatest disruption, then extend the process as your business grows.

Related reading: cash-flow management, digital transformation and starting a small business in India. For general MSME information, visit the official Ministry of MSME website. Need help improving a business workflow? Contact The Infinity Company on WhatsApp at +91-7290007100.

Related resources and next steps

Explore our guides on cash-flow management, digital transformation and starting a small business in India. For official MSME resources, visit the Ministry of MSME website.

Need help improving a business workflow?

Contact The Infinity Company on WhatsApp at +91-7290007100 to discuss practical business-process improvements. Do not send passwords or unnecessary sensitive supplier or customer information.

Use a vendor onboarding checklist

A consistent onboarding checklist helps the team capture the information needed before the first order. Depending on the supplier, this may include the legal or trading name, main contact, service scope, delivery locations, agreed rates, payment terms, escalation contact, relevant credentials and required tax or billing details. Collect only what is appropriate for the transaction and store it securely.

Confirm who can approve the vendor, who can place orders and who can change payment details. For a software or data-processing provider, include access requirements, security contact and data-handling expectations. For a physical supplier, confirm delivery windows, packaging and how shortages or damaged goods should be reported. Review the checklist periodically instead of copying old details indefinitely.

Avoid conflicts of interest and informal commitments

Supplier choices should be based on the business’s requirements and documented decision criteria. If a person involved in selection has a personal or financial relationship with a vendor, follow the business’s disclosure and approval process. Small companies may not need a large compliance manual, but a simple written rule can prevent misunderstandings and protect trust.

Avoid allowing verbal promises to replace approved terms for material purchases. If a supplier offers a change in price, quantity, delivery date or scope, record the change and obtain the required approval before proceeding. Keep quotations and approvals together so that an invoice can be compared with what was actually authorised.

Review renewals and recurring vendor costs

Recurring software, maintenance, logistics and service agreements can continue unnoticed after the business no longer needs them. Maintain a list of renewal dates, notice periods, current spend, business owner and usage or performance. Set reminders early enough to compare alternatives and decide whether to renew, renegotiate, reduce scope or exit.

Do not evaluate a renewal only by asking whether the monthly price can be reduced. Consider service reliability, switching costs, data export, transition effort, support quality and the risk of interruption. Before ending a vendor relationship, confirm how to retrieve business records, revoke access, return equipment and close outstanding invoices under the agreement.

Prepare a vendor review agenda

A vendor review does not need to be a lengthy meeting. Prepare a short agenda covering what went well, missed commitments, open quality issues, upcoming demand, pricing or scope changes, and actions with owners and due dates. Share relevant evidence in advance where possible. For a routine low-risk supplier, an email summary may be enough; for a critical provider, a scheduled discussion can help uncover risks earlier.

Keep the conversation balanced. Explain the effect of a delay or defect on your operations, ask what caused it and agree on a realistic corrective action. Record decisions and revisit them at the next review. If the vendor raises a genuine issue with your forecasts, order changes or approval process, address that too. Supplier performance is often shaped by both parties’ planning and communication.

Separate operational risks from commercial negotiation

A price negotiation should not distract from a risk that could stop the business from operating. First establish whether the vendor can meet quality, continuity, security and delivery requirements. Then compare commercial options on a like-for-like basis. If a proposed discount comes with a longer lead time, weaker support or a larger minimum order, make the trade-off explicit before deciding.

For critical suppliers, document the minimum acceptable service, the escalation route and the action to take if performance falls below that level. For less critical vendors, a simpler arrangement may be sufficient. Revisit the risk assessment when the product, volume, geography, technology or customer commitment changes rather than treating the original assessment as permanent.

Know when to replace a vendor—and how to transition

Repeated missed commitments, unresolved quality problems, unacceptable security practices, opaque charges or an inability to meet changed requirements may justify a vendor change. Before deciding, compare the evidence with the written agreement and give the vendor an appropriate opportunity to explain or correct issues where reasonable. Document the business rationale and follow contractual notice and termination requirements.

A transition plan should cover open orders, final invoices, inventory, delivery schedules, customer commitments, data export, system access, equipment return and knowledge transfer. Name an internal owner and check that the replacement supplier is ready before moving critical work. After transition, review what caused the old relationship to fail and improve the selection or monitoring process so the same problem is less likely to recur.