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Triggers, inputs, outputs and interfaces. There are many events that could trigger Supplier Management activity

There are many events that could trigger Supplier Management activity. These include:

  • New or changed corporate governance guidelines
  • New or changed business and IT strategies, policies or plans
  • New or changed business needs or new or changed services
  • New or changed requirements within agreements, such as SLRs, SLAs, OLAs or contracts
  • Review and revision of designs and strategies
  • Periodic activities such as reviewing, revising or reporting, including review and revision of Supplier Management policies, reports and plans
  • Requests from other areas, particularly SLM and Security Management, for assistance with supplier issues
  • Requirements for new contracts, contract renewal or contract termination
  • Re-categorization of suppliers and/or contracts.

The key interfaces that Supplier Management has with other processes are:

  • ITSCM: with regard to the management of continuity service suppliers.
  • SLM: assistance with the determining of targets, requirements and responsibilities and their inclusion within underpinning agreements and contracts to ensure that they support all SLR and SLA targets. Also the investigation of SLA and SLR breaches caused by poor supplier performance.
  • ISM: in the management of suppliers and their access to services and systems, and their responsibilities with regard to conformance to ISM policies and requirements.
  • Financial Management: to provide adequate funds to finance Supplier Management requirements and contracts and to provide advice and guidance on purchase and procurement matters.
  • Service Portfolio Management: to ensure that all supporting services and their details and relationships are accurately reflected within the Service Portfolio. Inputs

  • Business information: from the organization’s business strategy, plans and financial plans, and information on their current and future requirements
  • Supplier and contracts strategy: this covers the sourcing policy of the service provider and the types of suppliers and contracts used. It is produced by the Service Strategy processes
  • Supplier plans and strategies: details of the business plans and strategies of suppliers, together with details of their technology developments and plans and statements and information on their current financial status and projected business viability
  • Supplier contracts, agreements and targets: of both existing and new contracts and agreements from suppliers
  • Supplier and contract performance information: of both existing and new contracts and suppliers
  • IT information: from the IT strategy and plans and current budgets
  • Performance issues: the Incident and Problem Management processes, with incidents and problems relating to poor contract or supplier performance
  • Financial information: from Financial Management, the cost of supplier service(s) and service provision, the cost of contracts and the resultant business benefit and the financial plans and budgets, together with the costs associated with service and supplier failure
  • Service information: from the SLM process, with details of the services from the Service Portfolio and the Service Catalogue, service level targets within SLAs and SLRs, and possibly from the monitoring of SLAs, service reviews and breaches of the SLAs. Also customer satisfaction data on service quality
  • CMS: containing information on the relationships between the business, the services, the supporting services and the technology. Outputs

The outputs of Supplier Management are used within all other parts of the process, by many other processes and by other parts of the organization. Often this information is supplied as electronic reports or displays on shared areas or as pages on intranet servers to ensure the most up-to-date information is always used. The information provided is as follows:

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