2026 Performance and Capability Report

Why we are publishing this

Most firms in this business treat their numbers as a trade secret. Award counts, client volume, capture records: these stay behind the curtain because a competitor who sees them learns exactly where you are strong and where you are thin, and because a firm without impressive numbers is better off saying nothing at all.

We have decided, for once, to share some of ours.

Everything here is aggregate. We are not naming clients, and nothing in this report gives away anyone's contract position or pricing. What you get instead is the shape of the operation: how many contracts we win in a typical year, how our clients have done on the biggest vehicles in federal supply, who those clients are, and how much business runs through our systems on an ordinary day.

We are publishing it for two kinds of reader. A company weighing whether to work with us deserves something more than assertions about capability, and the honest way to answer how good are you at this is to show the volume and let the reader judge. And anyone simply curious about how this part of the federal market operates will find real numbers here rather than adjectives.

Executive summary

Three figures carry an average year.

What connects them is not scale for its own sake. It is that the same team negotiating the contract also runs the system the resulting orders flow through, so the compliance decisions made at award are enforced automatically at transaction time.

Who the clients are

In 2024 PriceReporter crossed 1,000 company clients. The base has kept growing since.

The client base is predominantly small business, which is what the federal supply market looks like, but not exclusively so: roughly one large business for every ten small ones, including eight Fortune 500 companies.

That mix matters more than either number alone. A firm serving only small businesses never encounters the compliance and reporting demands a large enterprise brings, and a firm serving only large enterprises loses the volume and variety that comes from running dozens of smaller contracts at once. PriceReporter does both, on the same systems.

What an average year looks like

Five-year look back

Averaged across the past five years, the work comes to more than 40 IDIQ awards and more than 20 BPA awards a year, which is about one negotiation reaching award every seven to ten days. The count matters less than the range behind it. In any given year the same team is working medical and surgical supply, office and facility products, industrial MRO, laboratory and scientific equipment, IT hardware, tactical and troop support items, and professional services, for companies that run from a two-person reseller to a division of a Fortune 500. Each category prices differently, each contracting office reads a package differently, and most of what the team knows about moving an offer through came from the difficult cases rather than the clean ones.

What the award count covers

Joint ventures are the hardest of these to file. Two companies' structure, capability and past performance have to present as one coherent entity, which is why three or four a year is a meaningful number rather than a small one.

Where the BPA awards land

PriceReporter prepares complete RFQ responses for clients, including the technical and pricing components of the package. The 20-plus BPA awards in an average year are spread across federal programs of very different sizes. The named programs below are among them, not a full accounting of every award.

MRFS2 is the result worth dwelling on. More than half of the awarded companies are PriceReporter clients, on a $1.3 billion, five-year vehicle — including clients PriceReporter also carried through the transition from MRFS Generation 1.

Currently in progress

Three vehicles are active work right now, and one of them is the largest PriceReporter has ever taken on.

DLA TLS is the largest single award opportunity of the three, at $10 billion across a ten-year contract life, with seven award positions available. DLA ECAT adds a further $6 billion over five years in the medical supply market.

GSA OASIS+ is the one with no upper bound. More than $10 billion has already been awarded across nearly 300 companies, the vehicle carries no dollar ceiling, and it runs 7 years or more. A position on it is not a fixed slice of a fixed pot, which makes it the most open-ended of the three. It is also a services vehicle rather than a product one, spanning eight domains from Management and Advisory to Logistics and Enterprise Solutions, each qualified for separately.

State, local and education

PriceReporter has secured awards for clients on multi-year, multi-state cooperative IDIQ vehicles. The scale figures below describe each cooperative's own annual purchasing volume, not PriceReporter client volume.

* TIPS and Axia do not publish volume; these two figures are PriceReporter estimates based on channel activity.

Alongside the cooperatives, contracts held directly with individual states, plus a number of other state- and county-specific contracts.

The two routes work differently. A cooperative gives a client reach across many jurisdictions from one award, while a state contract gives deeper standing inside one of them, and most clients selling seriously into SLED end up needing both.

These vehicles extend a client's reach beyond federal buyers into state, municipal and school district procurement without a separate acquisition effort for each jurisdiction. For a supplier already holding federal contracts, the catalog, pricing discipline and order handling are largely the same work, applied to a second set of buyers.

The technology layer

The channel in context

FY25 alone accounted for roughly a third of everything the Commercial Platforms Program has handled since FY21, and repeat buyers climbed from 56% to 83%. The channel is accelerating, and buyers who try it come back. The last two figures sit next to each other for context rather than comparison. They are different channels, both micro-purchase federal buying.

The platform has two halves. Order management runs the transactional side, from catalog and inventory through fulfillment and payment. Federal market intelligence runs the analytical side, covering opportunity identification, price optimization, sales data analysis and competitor reporting. A client's own storefront feeds the first and their accounting system closes the loop underneath both.

One system for three markets

Clients run their federal, SLED and commercial business inside a single PriceReporter order management system. The following channels are connected directly:

Price integrity by construction

The system holds multiple contracts and multiple price lists per client, and resolves the correct price according to the customer type and the contract that governs the transaction.

Every PriceReporter client has a different contract structure, and most have several running at once. The system enforces the right price at the moment of the order rather than relying on a person to remember which agreement applies. Clients do not overcharge the government, and businesses with genuinely complex structures still produce clean, reportable numbers.

Storefronts the client owns

Client-operated e-commerce takes several forms. PriceReporter supports custom-built storefronts, Shopify implementations, and a PriceReporter-built government portal front end whose content and orders are managed from the same order management system as every other channel.

The value is not only the revenue. A buyer who orders through a supplier's own storefront has a better experience than one navigating a shared marketplace, and the supplier builds brand loyalty that a marketplace listing cannot.

What the system handles

The year is not evenly distributed

August and September carry more than 25% of annual dollar volume. The pattern has held every year for five years, without exception.

Illustrative shape of the federal fiscal year (October–September); August and September highlighted. Not to scale.

The federal fiscal year closes September 30. Unobligated funds do not carry forward, so buyers spend them. A quarter of the year's business lands in a sixth of its days.

Capacity has to be built for that peak, not the average. A catalog error that costs an afternoon in February costs orders in the second week of September. The work that protects the quarter happens in the spring.

Open market and client-owned channels

A growing share of client business now arrives outside the traditional marketplace listing. Open-market government orders reach clients through three routes:

The average understates what is achievable. The 5% figure is an average across a client base at very different stages of building out that channel, not a ceiling.

OMS integration network

Every connection listed here runs into the PriceReporter Order Management System, the OMS. These are order-flow integrations rather than marketing partnerships. Each one moves live purchase orders, catalog data or payment authorizations between the OMS and an outside system, and each is in production for clients today.

Each new integration removes a manual step between a supplier's catalog and the channel where federal and SLED customers actually place orders. An order that arrives, prices, routes to the distributor and settles without anyone rekeying it is the difference between handling August volume and drowning in it.

The list matters less as a set of names than as a shape: orders can arrive from almost anywhere a government buyer shops, and leave for almost any distributor that fills them, without ever leaving the OMS.

Ten gateways is the count that usually surprises people. Federal and SLED buyers pay by purchase card, by NET30 terms, by wire and by check, and a supplier inheriting a customer base rarely gets to choose which processor that customer already uses. Supporting the processor the client is on is faster than migrating them off it.

Accounting is fully integrated alongside these. Beyond the packaged modules, the system exposes an open API and custom export capability, so a client running something the catalog does not already cover is not waiting on a module to be built before their data moves.

Forward view: the FCP transition

PriceReporter continues to maintain EDI upload capability to GSA because BPA clients cannot yet move to the FAS Catalog Platform. That capability is deliberately retained rather than retired early, because withdrawing it would strand exactly the clients holding the highest-value agreements.