Gartner Research


Published: 15 June 2023



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  • ビジネス・プロセス改革やITモダナイゼーションに加え、デジタル・トランスフォーメーションへの関心の高まりも背景に、これらの計画策定やプロジェクト管理を支援するコンサルティング・サービスへの、国内企業からの支出の拡大が続いている。

  • こうした中、コンサルティング・サービス市場にはさまざまなプレーヤーが参入しているが、各ベンダーで、得意とするテーマや分野、計画以降のフェーズの支援方針などの違いは大きい。ソーシング/調達/ベンダー管理 (SPVM) リーダーにとって最適なパートナーを選択することは容易ではない。



  • コンサルティング・サービス・ベンダー各社が得意とする経営課題やビジネス分野を把握する。ただし、プロジェクトや顧客企業の状況によって、各ベンダーの特性が自社向けの提案に反映される度合いは異なる。まずは複数の候補を設定し、それらから詳しい提案を受け比較検討した上で、最終的なパートナーを採択する。

  • 策定した計画をどのように実行し定着させるか、候補となるコンサルティング・ベンダーに詳しい説明を求める。実行以降を同じベンダーに委託しない、またはベンダーのエンジニア・リソースが乏しく委託しにくい場合には、システム・インテグレーター (SI) とのパートナー・ネットワークや、自社が策定した計画をパートナーSIが実現した具体例を説明させる。

  • 実行以降を同じベンダーに委託する/委託しないにかかわらず、自社へのノウハウ移転の計画を提案に盛り込ませる。人材を確保・教育したり、組織改革を進めたりするためのコンサルティング・サービス・メニューの提示も求める。

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Tsuyoshi Ebina

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