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Published: 20 July 2023



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  • 既存ビジネスやオペレーションの改善、また、新たな顧客体験の創出や収益源の確立といったプロジェクトの種別を問わず「委託先ベンダーの切り替えが困難」という課題を持つ企業は20%程度にとどまった。

  • 特定の委託先ベンダーから切り替えができない「ロックイン」を避けるため、何らかの施策を講じている企業の割合は87%であった。ベンダー管理専門組織を設置する企業の割合も55%に上った。

  • ただし施策として、ベンダーから必要な所有権/著作権を確保している企業の割合は14%にとどまった。また、複数の施策を複合的に実施している企業も28%と3分の1に満たなかった。

  • 前述のベンダー管理専門組織のうち、職務としてベンダーのパフォーマンス管理や、関係強化を含んでいる割合は半分未満であった。


ソーシング/調達/ベンダー管理 (SPVM) のリーダーは、以下を実行する。

  • 今後のITプロジェクトでは、新たな開発資産がある場合には、その所有権や知的財産権が自社に帰属することを契約に盛り込む。ベンダーが難色を示しても、共有や無制限の使用権の獲得といった、適切な妥協点を探る交渉に時間を割く。

  • 自社のロックイン対策も改めて見直す。現在、単一の施策のみで実施している取り組みについては、複数の施策を講じることで、ロックイン対策をより確実にする余地がないかを検証する。

  • CIOと共に自社のベンダー管理組織の職務を見直す。委託するシステムの仕様書やマニュアルの整備状況、システム領域ごとの代替ベンダー候補を確認し切り替え時の影響を評価することを職務に確実に含める

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Ryuichi Tsuchiya

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