Kaspersky's procurement activities are based on the principles of transparency, fair competition, and equal conditions for all potential counterparties.
How we organize procurement
Procurement processes are governed by Kaspersky's internal documents, including our procurement policy and contract policy. In 2025, an updated procurement policy was adopted, aimed at making the procurement function more efficient and manageable. Key goals of the update included:
simplify procedures — introduce clearer and more detailed rules, and simplify the procedure used for more than 20% of the total volume of purchases
reduce key risks — strengthen control mechanisms and introduce annual planning
increase employee awareness — develop training materials and workshops, and reduce the number of exceptions to standard procedures
All companies interested in cooperating with us receive equal access to participate in competitive procedures.
The Company places particular emphasis on compliance with established rules both within the organization and among its suppliers. Sustainable procurement principles are communicated to counterparties through tender documents and contracts.
As part of the digitalization of its procurement function, Kaspersky is deploying an IT solution for procurement management that was developed by a Russian vendor.
The Company's procurement process is based on categories. Purchases are categorized according to similarities in technical and functional characteristics, areas of application, and business areas (marketing, professional services, IT, production costs, etc.). To ensure that procurement is managed effectively, thresholds have been established based on the cumulative annual procurement volume by category:
purchases of up to $25.000 are carried out using a simplified procedure involving at least two competitive proposals
purchases in the range from $25.000 to $100.000 require a minimum of three proposals or two proposals from trusted suppliers that were selected through tenders and have a successful track record of working with the Company
purchases over $100.000 are carried out through a tender involving the procurement department, tender committee, and cross‑functional teams
Depending on the budget, tender procedures also include additional levels of management. For example, Kaspersky's business director is involved in the procurement process for purchases worth around $1 million.
Before a partner is invited to participate in a tender, our security service scrutinizes it. Kaspersky cooperates only with counterparties with proven experience and a good business reputation: 99% of our suppliers have been operating in the market for at least three years. All contracts contain an anti‑corruption clause.
GRI 2‑6
Purchases are made both directly from manufacturers (vendors) and through distributors and partner networks, depending on the supplier's business model and the specifics of the region.
In 2025, the Company will maintain approximately the same number of suppliers as in previous years. Cost savings achieved through competitive bidding procedures and cost optimization have stabilized, averaging around 7% of the total procurement spend covered by the procurement function.
The Company's savings resulting from tenders and cost reduction in the procurement of goods and services, $
millionExcluding third‑party costs.
Number of the Company's suppliers at the end of the reporting period, in thousands
GRI 204‑1
In 2024 and 2025, Russian suppliers accounted for about 50% of our total purchase volume. Additionally, the share of purchases from small and medium‑sized businesses amounted to approximately 80% of the total purchase volume.
Plans for 2026
In 2026, we plan to further develop the procurement function as a business partner: procurement's active participation in planning and budgeting processes, as well as joint development and implementation of a procurement project roadmap with business units.
7%
Cost savings achieved through competitive bidding procedures and cost optimization have stabilized, averaging around 7% of the total procurement spend covered by the procurement function.
