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2. Sourcing
Strategy
The client created a centralized IT Vendor
Management Group to develop world-class IT procurement and vendor
governance practices. Using the architecture as a guide, the Vendor
Management Group developed an explicit sourcing strategy describing which
components of the portfolio to insource, which to outsource, and which to
jettison. The sourcing strategy directed the organization to reduce the
number of vendors, cut costs, and address the architectural concerns
described by the baseline.
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3. Portfolio
Consolidation
During its first two years the Vendor Management Group reduced the size
of the vendor portfolio from over 3,000 suppliers to just under 2,000
(right). The sourcing strategy called for the enterprise to
standardize on a single desktop platform (and image) and to select one
hardware/software reseller to act as a full service provider.
Desktop vendor consolidation saved over $6 million in its first two
years. Portfolio consolidation also led to a program to measure
the performance of all IT contractor firms. As a result of this program
the number of contractor firms was reduced from over 100 to fewer than
10 in less than one year. In addition, significant efforts
were invested in creating and maintaining win-win relationships with
suppliers deemed critical to the enterprise. As a result, service
levels improved dramatically.
4. Leveraged Procurement
The Vendor Management Group reduced IT spending by nearly $28 million by
year two, effectively reducing external IT spending by over 18% and the
entire IT budget ($250 million) by over 10% (right). Prior to
the formation of the Group, each project selected its own vendors.
Contract negotiations were deferred until after vendor selection, thereby
giving away critical negotiating leverage. Vendor selection
activities (evaluation, negotiation, and contracting) were restructured to
occur in parallel to save time and preserve leverage. The new
program required stakeholders from all effected groups (Finance, Legal, IT
Standards, etc.) to be included from the beginning of the selection
process. |
|
|
Savings Event
|
Y1 Savings
(millions)
|
Y2 Savings
(millions |
Reseller
consolidation |
$2.74 |
$4.50 |
Hardware
standardization |
2.11 |
2.10 |
Telecom
renegotiations |
2.00 |
2.00 |
S/W license
renegotiations |
.37 |
.31 |
S/W license
consolidations |
1.58 |
1.58 |
Commodity
consolidation |
.24 |
.25 |
Supplier
replacements (2) |
|
6.70 |
"True-up" dispute
resolution
|
_____ |
1.50
______ |
Total |
$9.04 |
$18.94 |
Two-Year
Cumulative Total |
|
$27.98 |
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5. Supplier Relationship Management
The Group developed a Supplier Relationship Management (SRM) decision
support system to track spending by type (hardware, software,
telecommunications, and services) and by commodity within type (hardware:
desktop, laptop, server, printer, etc.). Links were then built among
the commodities, their vendors, all active projects, and the portfolio
architecture. The SRM DSS provided the foundation for supplier measurement
based on pricing, service levels, and supplier improvement efforts.
The SRM system reinforced the sourcing strategy and guided further
consolidation and architectural alignment.
6. Change Management
Attempts to recast vendor relationships are often threatened by
cultural inertia and traditional centers of power. To facilitate
adoption of the new program, the Group included an active Change
Management process to overcome resistance. The Group worked closely
with IT leadership, Finance, HR and Legal to:
-
effectively communicate the new program's
benefits to each department
-
ensure all points of view were voiced and
understood
-
credit the actual savings back to the
participating departments' budgets
Initial resistance to the program was replaced
by full-scale cooperation, as results became evident.
Summary
The client began
with a Portfolio Baseline and Sourcing
Strategy that drove the Portfolio Consolidation and Leveraged Procurement
activities. The Supplier Relationship Management system and
Change Management program addressed supplier, organizational, and cultural
issues. As a result, the client was able to reduce external spending by
over 18% while reducing technology portfolio complexity and improving
supplier relationships. Adhering to the principles and processes of
Technology Portfolio Investment Management,
the client will continue to realize significant benefits over the next
several years.
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