Forum Replies Created
-
Posts
-
Implementing the scorecard project now will improve our compliance score for upcoming ISO audit.
Focusing on the Current Vendor Information list now will provide immediate efficiencies for our new procurement teams onboarding next month.
If we have a vendor management process that uses scorecards, we will maximize the impact of the quarterly business reviews which will help keep project deadlines on track and ensure the vendor’s products or services align with our business needs.
If we have a vendor management process that prioritizes a current master vendor list, we can increase efficiency for procurement teams to locate pre-approved vendors, as well as reduce the risk of extended downtime during a crisis event.
scorecards: This is needed to for vendor negotiations and set standards for expectations.
information update: This is needed to ensure timely response in a crisis.We need to implement vendor scorecards to help vendor owners enhance supplier business reviews to include performance and improve relationships.
We need a process to verify that vendor information is up to date, a source of truth, and that information must be easily accessible by the stakeholders.Centralize the software request process.
Improvements: some required form data is not easily accessible, potential to link data to auto populate
Types of cost savings: reallocate unused licenses instead of buying new
Scope of cost savings: opportunities to negotiate volume pricing with vendor
ROI opportunities: greater acceptance to conform with processFormal software RFP process.
Improvements: expand to include niche vendors/software titles
Types of cost savings: reallocate unused licenses instead of buying ne
Scope of cost savings: opportunities to negotiate volume pricing with vendor
ROI opportunities: reduce time spend and staff needed to manage silo’d licensesOur org has technology solutions for all these areas; however, they are used at a high level. The focus of these tools seems to be limited to high risk/cost areas. For example, I see value in a Usage Tool that could pull all software usage into one platform. The results would be useful in conversations with vendors. Are licenses allocated properly? Do our users need more training to see value in product? Can we save costs by reducing license count (right size)? Etc.
The Scorecard project is needed as we are currently conducting quarterly business reviews with our vendors; however, the conversations tends to focus on general business status vs vendor performance.
In my current role, I’m not aware of a process for Vendor Information Updates. IF one does not exist, I see value in implementing across the org. We’ve had a lot of change internally within the organization with regard to vendor relationships owners, so this is a good opportunity to engage with vendor update information on both sides.In sample scorecard 3, I do like the simplicity of it. I am particularly interested in the idea of applying a grade to the number of issues open and response time. One of our teams recently conducted a vendor scoring exercise; however, I feel it was too lengthy and the questions may have been a little leading towards known issues. I’m assuming one scorecard does not fit all vendors. Should each vendor have their own custom scorecard which reflects the MSA?
LEG & COM KPA is included in our company’s VM KPA. They risk assess all vendors before doing business with them.
I think all KPAs in the identified workflow makes sense. If I had to remove one, I would choose AID. If there were product or service issues from this group, those are probably already being reported to the PRO or ACQ areas.
Financial Manager: Initiates transaction and issues payments
Asset IT Personnel: Accepts assets and reports on status through lifecycle
Technical Personnel: Installation and configuration of asset
Acquisition Manager: Attains the asset
Vendor Manager: Monitoring vetted vendors
Legal Role: Compliance
Executive Sponsor: Enforcer
Employees will benefit from the due diligence of the above roles, as it should result in quality goods, services and support.Our organization is currently trying to implement a formal policy for acquisition and have received feedback around…
Resistance to altering their current workflows,
ACQ initiative and operational demands do not align,
Resources are already stretched thin; therefore, adoption is slow.AQU – Acquisitions will be made from a vetted vendor list, curated by Vendor Management, which takes into consideration the needs of the ORG and designed to ensure the best quality of products and services.
DOC – The Vendor Manager maintains a document library of vendor interactions. It includes tangible attributes of a vendor’s profile: contracts, negotiations, SLAs, vendor contact info, etc.
POL – Vendor Management provides input for policy creation by evaluating the needs of the ORG while managing risk, financials and performance.
