The right answer is often a portfolio: buy commodity capabilities, configure where the process can adapt, and build only where software supports a genuinely important operating advantage.
Start with strategic importance
If a workflow is standard, mature packaged software usually deserves the first look. Custom development becomes more compelling when the workflow differentiates the business, connects unique systems, or carries constraints packaged tools cannot accommodate.
Calculate the cost of adaptation
A license price is not the full cost of buying. Include implementation, customization, integration, duplicate entry, workarounds, change limits, migration, and exit cost. The build case likewise includes operation and continued ownership.
Recognize the warning signs
Buying may be a poor fit when most value requires extensive customization, core data is trapped, the vendor roadmap controls a strategic capability, or staff maintain parallel manual processes. Building may be a poor fit when requirements are generic, ownership is unavailable, or the organization cannot support a product lifecycle.
Use a decision matrix
Compare options across process fit, time to value, five-year cost, integration, data ownership, security, changeability, vendor dependency, and internal operating capacity. Weight each factor based on the business rather than treating them as equal.