How do I hold vendors accountable and negotiate better?

You manage vendors, and the hard edges are the same two that trouble most people: holding them to what they promised, and negotiating from a position of strength rather than hope. Both feel uncomfortable because they involve friction with people you also depend on. That tension is real, and it does not mean you are doing it wrong. Accountability gets easier when it is built in from the start, not improvised when things go wrong. Vague expectations are impossible to enforce, so the clearer you are up front about what good looks like, the less confrontation you need later. The same clarity strengthens your hand in negotiation: knowing exactly what you need, and what your alternatives are, is where real leverage comes from. Before your next vendor conversation, write down the specific things you expect and what you will do if they are not met, including who else you could turn to. Bring that clarity into the room. You do not need to be harder. You need to be clearer, and clarity, held calmly, is its own kind of strength.