IT Strategic Vendor Management

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STRATEGIC VENDOR MANAGEMENT: AN APPROACH TO IT VENDOR CLASSIFICATION AND MANAGEMENT PREPARED BY: BILL WHETSTONE 1

Transcript of IT Strategic Vendor Management

Page 1: IT Strategic Vendor Management

STRATEGIC VENDOR MANAGEMENT:AN APPROACH TO IT VENDOR CLASSIFICATION AND MANAGEMENT

PREPARED BY: BILL WHETSTONE 1

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PREPARED BY: BILL WHETSTONE 2

Overview of Strategic Vendor Management

Operational Excellence IT Vendor Management Strategic Objectives

Categories of IT Vendors (4 Box Strategy)

Assessing Vendor Performance

AGENDA

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STRATEGIC VENDOR MANAGEMENT HELPS MEET THE NEEDS OF THE BUSINESS THROUGH THE EFFICIENT ACQUISITION OF REQUIRED PRODUCTS AND SERVICES IN A FASHION THAT SECURES THE BEST POSSIBLE VALUE FROM THE VENDORS

 Vendor management matters because the typical IT budget directs about two thirds of the total spend to vendors

In recent years, as organizations have focused on doing more with less, increased attention has been devoted to effectively managing IT vendors

Often this is accomplished through the creation of a Vendor Management Office (VMO) which takes a view of vendors across the entire IT organization rather than simply focusing on the current transaction

An early step is to collect data regarding the relationship with each vendor, including: Actual $ spend year by year for the past three to five years Count of purchase transactions i.e. large ongoing contracts vs. many small transactions Nature of the purchases i.e. products, services Profile of the vendor i.e. a distributor, product developer, service organization, etc. Understand the scale, scope and complexity of the vendors’ services Assess how important the vendor is i.e. marquee client, >5% of revenue, etc. Indicators of satisfaction/dissatisfaction with each vendor

Greater value (lower price, reduced complexity, faster service, improved Ts & Cs, etc.) can result from better understanding details of the relationship with existing vendors and identifying opportunities to reduce the overall vendor population by broadening the relationship with top performing vendors

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THE CREATION OF A VMO CAN HELP GET THE REQUIRED FOCUS ON IMPLEMENTING EFFECTIVE PROCESSES AND BETTER UTILIZING MANAGEMENT TIME IN WORKING WITH VENDORS

The VMO collects information, defines required processes and performs or monitors the performance of processes as part of its responsibility for ensuring adherence to your companies commitment to Strategic Vendor Management

Successful vendor management requires that the VMO : Regularly communicate with vendors Share information regarding your companies priorities Outline where the vendor fits in your companies plans Demonstrate appropriate commitment (periodically benchmark, get competitive bids) Always have alternatives – even if it might take time to get them in place

Processes to be performed or monitored by the VMO include: Relationship management – understanding the total spend and identified relationship owner at your company Governance – the use of performance management to ensure you understand how the vendor is performing Risk management – understanding of next steps if the vendor goes out of business or otherwise disappears

Categorizing vendors is useful in ensuring the right contract, metrics, relationship management and governance processes are in place in order to mitigate risk

An assessment of the current level of satisfaction should identify how well the relationship is working, what improvement/maturation may be required or if the relationship with an alternative provider should be developed

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AGENDA

Overview of Strategic Vendor Management

Operational Excellence IT Vendor Management Strategic Objectives

Categories of IT Vendors (4 Box Strategy)

Assessing Vendor Performance

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OPERATIONAL EXCELLENCEIT VENDOR MANAGEMENT OFFICE STRATEGIC OBJECTIVES 2013-2014

1. Support Overall Game Plan Objectives and Technology Road Map

- Our internal customers expect us to deliver and maximize the return of purchased spend by

bringing true business value.

- Mission is to add value through building a strong supply base- one that provides the right

resources in the right places.

To do this we must select and develop:

- Vendors that can meet our QDC targets (Quality, Delivery, Cost) and are prepared to invest

in capacity / people as required.

- Vendors with a high degree of innovation, using their skills to assist our projects and

operations

2. Focus on Improving QDC Performance (Vendor Management Strategy)

- QDC Health Check

- Vendor Evaluation / Risk Management (Audit)

- Vendor Selection

- Measure and Monitor Performance / Governance / Scorecard Development

- Recognition (Recognition awards)

3. Build Strong Relationships with Strategic / Key Vendors

- Strong win-win med to long term agreements

- Business Review Meetings ¼ at the very least (Scorecard Review / Corrective Actions / Potential New

Business / Lean Initiatives

- Good Communication

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How Do We Meet These Objectives?

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AGENDA

Overview of Strategic Vendor Management

Operational Excellence IT Vendor Management Strategic Objectives

Categories of IT Vendors (4 Box Strategy)

Assessing Vendor Performance

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CATEGORIZING VENDORS CAN BE HELPFUL IN BETTER ALIGNING THE TYPE OF RELATIONSHIP REQUIRED WITH THE ACTUAL NEEDS OF YOUR COMPANY. ONE APPROACH ESTABLISHES FOUR VENDOR CATEGORIES

The vendor plays a sizeable and essential role in the delivery of IT services to the Business

and could not be easily replaced

The relationship is or is expected to be of a long term

Category

Strategic Strategic

Foundational Foundational

Description

The vendor provides important, even critical, products and/or services to your company. Contracts may be 2-3 years in length and tend to be more transactional in nature although a decision to change vendors may involve substantial effort and cost. Potential to become

Strategic

Niche Niche

Commodity orPhase out

Commodity orPhase out

The vendor offers a product or service which is not generally available in the marketplace but which is important to company

The need for or dependence on the vendor is more likely driven by matters under the control of company than by the excellence of the vendor’s offering

The vendors’ products or services are available from a fairly large number of sources at very competitive prices levels

Sometimes the vendor is more of a distributor than a developer of products or services and prices tend not to vary widely

Switching from one provider to another is quite easy

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KEY CHARACTERISTICS OF STRATEGIC VENDOR RELATIONSHIPS

Vendor plays an absolutely essential role in the delivery of IT services to the businessThe relationship is or is expected to be of a long termNegotiations must be win-winYour company will actively involve these organizations in defining its IT strategies and plansA cultural fit is important in selecting Strategic vendors since your company employees must trust and feel comfortable

working with this vendorCompany must be prepared to invest the time to understand the vendor’s business and priorities and behave as if it

has a vested interest in the success of the vendor’s businessKey personnel from this vendor should have a portion of their variable compensation tied to your companies

satisfactionStrategic vendors must work not only across your company but also with other chosen vendorsReplacing a Strategic vendor will likely involve a massive effort and require a transition taking several months or longer

with the potential for considerable risk to the businessAs a result the selection of a Strategic vendor, or even major changes to the scope of services provided, must be

approached with considerable care and due diligenceAny agreement with a Strategic vendor should define an acceptable transition plan at the end of the agreementSenior managers will be personally involved and active in the governance process and should have or

be developing relationships with multiple executives in the vendor organization

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KEY CHARACTERISTICS OF FOUNDATIONAL VENDOR RELATIONSHIPS

Vendor provides important, even critical, products and/or services to your company

The relationship may be long term but the business is competed regularly in the marketplace

Purchases may be transactional or could involve a service contract running for 2-3 years

The vendor offers either product and/or service excellence in a selected area or a broad set of capabilities that are a good match with the needs of your companies IT organization

Frequently a Foundational vendor will customize proprietary tools and processes to better align with the needs of your company

Foundational vendors understand the risk profile and develop mitigation plans accordingly

Some Foundational vendors may become Strategic vendors based on expanding a very successful relationship

Replacing the vendor and moving this business to another supplier may not be easy and could take several weeks or even months of elapsed time

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KEY CHARACTERISTICS OF NICHE VENDOR RELATIONSHIPS

Niche vendors almost always have a capability or product which is not generally available in the marketplace but which is

required by your company in order to meet the needs of the business

This dependence may be based on any of a number of factors including: Past adoption of a proprietary technology Commitment to a technology which did not succeed in the marketplace The vendor’s experience with and knowledge of systems lacking appropriate documentation

The lack of choice means price is largely defined by the vendor and your company may have very little leverage, especially in the short term

The combination of dependence, lack of choice and premium price can make these relationships unpleasant

Addressing the root cause of the dependence is often within the complete control of the buyer, given time and commitment

Your Company will want to cultivate alternative service delivery choices if the need is expected to be ongoing or long term

The key is to understand the existence of such a relationship and then taking the necessary steps to gain control – usually by getting in position to secure the product and/or service from a Commodity vendor

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KEY CHARACTERISTICS OF COMMODITY VENDOR RELATIONSHIPSCommodity vendors almost always sell products and services that are available from a variety of sources

Often the primary business of the vendor is the distribution of products or the provisioning of contracted maintenance

services which were actually designed and produced by others

Price is important but frequently there is little or no gap between alternative suppliers in the marketplace

Other factors influence the overall value and may determine the selection of one vendor over another. These might

include: Ease of doing business Speed of delivery due to geography or other factors Proprietary tools (i.e. a simple asset mgmt system) and processes that support the relationship Acceptance of electronic payments

Switching from one provider to another may be as simple as picking up the telephone

Broadening the scope of the relationship to include a larger assortment of products and services can often increase the

overall value received, especially since these vendors frequently serve as agents for multiple companies

Some IT organizations reduce risk by maintaining a secondary vendor relationship justifying the added cost of maintaining another vendor by the reduced risk of not being totally reliant on a single provider

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AGENDA

Overview of Strategic Vendor Management

Operational Excellence IT Vendor Management Strategic Objectives

Categories of IT Vendors (4 Box Strategy)

Assessing Vendor Performance

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EXAMPLES OF THE TYPE OF INFORMATION AND METRICS THE IT VMO SHOULD COLLECT AND SHARE WITH MANAGEMENT ABOUT EACH VENDOR RELATIONSHIP

The types of products and/or services your company acquires from the vendor

Current vendor category

Key metrics (Q,D,C) should include: Total spend each year over the past five years Breakdown of the spend by product and/or service type, individual purchase transactions vs. ongoing payment for

service Number of contracts and purchase orders Compliance issues Assessment of the importance of your company to the vendor’s business

Indicators of satisfaction/dissatisfaction with the vendor

Current or possible plans to expand or reduce the relationship with this vendor

Any special risks i.e. access to source code, vendor business weakness, etc.

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ASSESSING VENDOR PERFORMANCE DEPENDS ON EFFECTIVE EXECUTION OF ONGOING PROCESSES AND PERIODICALLY COMPLETING A FORMAL REVIEW OF RELATED METRICS AND COLLECTING FEEDBACK

Key performance metrics and any Service Level Objectives or Service Level Agreements should be clearly defined and negotiated as part of the contracting process

In the case of all Strategic vendors and some Foundational vendors a joint governance structure and process will be defined as part of the contract

The VMO should ensure a vendor relationship owner is designated for every vendor of consequence. This individual will receive information from the VMO, communicate with the vendor regarding performance and related issues and work with the VMO make decisions regarding continued use of the vendor

When a joint governance structure is not defined the VMO should work with the relationship owner to complete a periodic review of vendor performance and ensure appropriate communication with the vendor

In the case of substantive vendor relationships the VMO should be sharing information with your management team on at least an annual basis so there is a common understanding of vendor performance and related issues and to ensure all managers have an opportunity to share perspectives of the vendor

Beyond the defined metrics, the VMO and the relationship owner - and potentially other managers working closely with the vendor – should consider other factors in evaluating the overall effectiveness of the key vendor relationships. In this regard sample questions follow for each vendor category.

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POSSIBLE QUESTIONS FOR USE IN EVALUATING THE PERFORMANCE OF A STRATEGIC VENDOR RELATIONSHIP

A robust governance structure and process should exist for every Strategic vendor

As part of the ongoing relationship the vendor should be conducting periodic client satisfaction surveys, sharing the results and developing action plans to address all issues identified

In addition the performance of a Strategic vendor might periodically be rated using a 1-5 scale for the following attributes: High level of trust in working with the vendor and its people People we work with understand our business, are committed to our success and have the required knowledge and

skills Pays attention to details and performs beyond expectations Accommodates unique needs such as security, privacy and risk management Consistently incorporates continuous improvement processes Participates effectively in the established governance process and works to improve it Provides proprietary tools, processes and applications that add value Contributes to risk mitigation Offers up innovative concepts that provide value Readily adopts our legal, regulatory and corporate requirements and is easy to do business with

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POSSIBLE QUESTIONS FOR USE IN EVALUATING THE PERFORMANCE OF A FOUNDATIONAL VENDOR RELATIONSHIP

The existence and scale of a formal governance structure and process will depend on the size and scope of the relationship with a Foundational vendor

In any case at least once per year the VMO should lead a process to measure and judge each Foundational vendor’s performance

The performance of a Foundational vendor might periodically be rated using a 1-5 scale for the following attributes: Offers unique attributes (talent, research, industry solutions) Appears to understand and adapt to sourcing objectives The needs of your company receive appropriate attention The people we work with are capable and committed Provides thought leadership and uses industry best practices Methodologies and processes match the needs of your company Willing to share knowledge with employees

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POSSIBLE QUESTIONS FOR USE IN EVALUATING THE PERFORMANCE OF A NICHE VENDOR RELATIONSHIP

Why do we continue to use this vendor rather than securing the product and/or service from a Commodity provider?

A “no” response to any of the following questions should drive a specific action plan:

Are we completely satisfied the vendor provides great value?

Have we searched thoroughly for alternative providers?

Do we have a plan in place to address the root cause of this need?

How much longer do we expect to need this vendor?

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POSSIBLE QUESTIONS FOR USE IN EVALUATING THE PERFORMANCE OF A COMMODITY VENDOR RELATIONSHIP

A “no” response to any of the following questions should drive a specific action plan, including consideration of a change in vendor:

Were all key service level metrics achieved?

Are we completely satisfied with the service and support provided by this vendor?

Are greater discounts available in return for increased volumes of business?

Has the overall pricing remained competitive?

Does this vendor assist in fully capitalizing on available discounts and regularly bring to our attention special promotional offers?

Is the assortment of products and services available sufficient to meet the ongoing needs? Does this vendor make good use of our time?

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REQUIRED STEPS TO ACHIEVE RESULTS

1) Development of Commercial Standards

2) Desk Top Audit Development

- Financial Risk, Dependency, Capacity, Innovation, Competence

3) Data Collection

- Actual $ spend year by year for the past three to five years

- Count of purchase transactions i.e. large ongoing contracts vs. many small transactions

- Nature of the purchases i.e. products, services

- Profile of the vendor i.e. a distributor, product developer, service organization, etc

4) Vendor Categorization Workshop Gap Analysis

Based on:

- Quality, Delivery, Cost, Audit Score

- Current Category

- Future Technology Roadmap

- Assess how important the vendor is i.e. marquee client, >5% of revenue, etc.

- Understand the scale, scope and complexity of the vendors’ services

- Indicators of satisfaction/dissatisfaction with each vendor

5) Scorecard Development

- Quality, Delivery, Cost, Desk Top Audit Score

6) Vendor Strategy Development based on results of 1-4

- Supplier reduction (i.e. Preferred reseller), LTC,

7) Governance & Communication development for the 4- Box categories

- Business Review Meeting, Scorecard, etc

- Governance development will be dependant on each of the categories

- ASL Approval Controls Development

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RESULTS TO BE EXPECTED

Lower Price

Faster Service

Vendor Reduction

Improved Vendor Performance

Risk Reduction

Improved Ts & Cs

Vendor Focus

Reduced Administration Time and Cost

Elimination of rework (Cost of Quality)

Base for Year Over Year Strategy

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