Gartner Research

ITソーシング・イニシアティブにサステナビリティを組み込む最初の3ステップ

Published: 01 December 2022

Summary

ソーシング/調達/ベンダー管理のリーダーの優先課題において、サステナビリティの重要性が過去1年でほぼ倍増している。本リサーチノートでは、ソーシング・イニシアティブにサステナビリティを組み込む際に把握すべき事項について取り上げる。

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要約

主要な所見
  • サステナビリティ (持続可能性) は多くの組織で経営幹部レベルの優先課題となりつつあり、今後さらに全社的なイニシアティブが増えると予測される。

  • サステナビリティは新しい分野であり、確固たるガイダンスがまだ存在しないため、多くのソーシング組織では、サステナビリティに関する企業戦略をソーシング関係のイニシアティブに組み込むことに苦心しているケースが多い。

  • ベンダーのサステナビリティへの取り組みは、ソーシング/調達/ベンダー管理 (SPVM) のリーダーにとって依然として透明性がない。ベンダーは、サステナビリティに対して実質的な取り組みができていなくても、ユーザー企業に対し誤解を招くような主張をすることが多い。

推奨事項

ベンダーの評価/選定を担当するSPVMのリーダーは、以下を実践する。

  • サステナビリティに関する組織の主要な優先課題と目標を特定する (ステークホルダーから見た組織のサステナビリティ・ロードマップも含む)。ベンダーの選定、契約上の義務、サステナビリティ・ロードマップへの適合の観点で、ソーシングのアプローチをカスタマイズする。

  • ベンダーが、組織としてのサステナビリティ要件/目標を満たすための取り組みとコンピテンシに関して、評価基準/指標を確立し、市場分析を行う

  • ベンダーと緊密に連携し、ベンダーがサステナビリティの取り組みを強化・実現する際に役立つソリューションを特定し、自社のデジタル・トランスフォーメーションと社会的な変革に役立てる

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Analysts:

Ryuichi Tsuchiya

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