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Published: 19 April 2022



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  • ITサービス・ベンダー (以下、ベンダー) の顧客はIT組織が主流であるが、近年のデジタル化案件では、事業部門等の非IT組織が直接顧客となる事例も増えている。しかしこの傾向によりIT調達機能が乱立し、経験不足の非IT組織が誤ったベンダーを選定するリスクが生じている

  • ITシステム開発の全工程を特定のベンダーに一括委託する事例は今も健在で、委託先には総合力やリソース規模等のスケール要素が求められやすい。一方、デジタル化案件では「多様な専門性」が重視されることから、マルチベンダー編成を取る場合も増えており、その際に多様な委託先の特性に鑑みた、選定条件の「細粒化」が新たな課題となりつつある。

  • ITシステムの運用保守ベンダーの選定条件は、依然としてサービス品質とコストのバランスである。近年は人工知能 (AI) を用いたリモート化や自動化を提案するベンダーも増えているが、多くの場合その実効性はまだ検証途上にある。


ソーシング/調達/ベンダー管理 (SPVM) のリーダーは、ベンダーへの委託取引を検討する際に、以下を行う。

  • 全社共通のIT調達ガイドラインを策定し、非IT組織にも周知・遵守させる。ガイドラインには、IT組織と非IT組織の役割と責任を明記し、特にベンダー選定時のIT組織の参画と承認の権限を担保する。

  • 候補ベンダー選定における効果と効率を上げるため、標準化された評価基準と共に主要ベンダーの企業概要、実績、強み、課題等を詳細に網羅した「参照推奨リスト」を作成しておく。

  • ベンダーの提案内容に他社の事例が乏しい場合、品質やコストへの影響はもとより、「先行者」としてのメリットとデメリットを勘案して、採択の可否を判断する。

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