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Published: 06 July 2023



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  • ビジネス部門、プロジェクト、IT部門といった、ベンダーを利用する各所においてパフォーマンス管理のスキームに一貫性がないと、ベンダーの品質低下、あるいはビジネス上の失敗につながる恐れがある。

  • パフォーマンスを測定する指標は、契約上のSLAに限定されることが多く、ベンダーがビジネスにもたらし得る価値のあらゆる側面を評価できない。このため、ベンダーのパフォーマンスに対する責任意識が高まらない傾向がある。

  • ベンダーのパフォーマンスを評価するスコアカードやダッシュボードを適切に作ることは難しい。多くの場合、これらはベンダーに関わるステークホルダーに対し、適時かつ意味のある形でインサイトを伝えることができていない。


ITベンダーを管理するソーシング/調達/ベンダー管理 (SPVM) のリーダーは、以下を行う。

  • ベンダーに期待する価値を包括的に評価するため、パフォーマンスを評価する指標を契約内の作業項目にとどめず、ガバナンスやビジネス成果といった観点での期待事項も評価項目に加える

  • ベンダーのパフォーマンス評価データを定期的に収集/分析/レビューするための、標準化され反復可能なプロセスを確立し、評価結果を簡潔なダッシュボードにまとめるようにする。これによりステークホルダーへ重要なインサイトを効果的に提供する。

  • 評価結果はベンダーにもフィードバックし、ベンダーや利用部門と共に策定した改善アクション計画を定期的に追跡する。これによりベンダーの継続的改善を推進する。

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Ryuichi Tsuchiya

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