Gartner Insights Abstract

ITベンダーのポートフォリオを再編してコストを最適化する

Published: 10 January 2024

Summary

自社で取引するITベンダーのポートフォリオ管理を怠ると、無秩序なベンダー増加を招き、結果として不合理なコストが多く発生する。ITソーシング/調達/ベンダー管理のリーダーは、ベンダーの編成を定期的に見直しながら、現在のポートフォリオがビジネス戦略と整合しているかを評価する必要がある。

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要約

主要な所見
  • ITベンダーの採用プロセスで適切な統制ができていない企業は、過剰なベンダーおよび、重複したサービスやソリューションに悩まされており、結果としてコスト、パフォーマンス、リスクの悪化を招いている。

  • 調達のリードタイムを迅速化してユーザー部門の期待に応えるため、要件を十分に考慮せず、割安なパッケージ化されたソリューションを購入すると、余分な、あるいは重複した機能がさらに増加し、システム全体が非効率化するリスクが高まる。

  • 自社で取引するITベンダーのポートフォリオ管理をしていない企業は、ビジネスの成長に貢献できるベンダーを絞り込み、そこに投資を集中させることで投資価値を高める機会を逃している。

推奨事項

ITソーシング/調達/ベンダー管理 (SPVM) のリーダーは、ITベンダーのポートフォリオを最適化するに当たって、以下を行う。

  • 既存ベンダーの最新情報を収集し、現在のITサービス委託状況を分析する。その上で、自組織における戦略的なビジネス優先課題に対応するため、今後ベンダーに求められるケイパビリティを特定する。

  • ベンダーへの主要な委託領域ごとに合理化計画を策定し、オーナー部門や経営層に周知する。そして、同意を得られた領域から逐次、合理化施策を実行する。

  • 優先パートナー・プログラムを用いて、自社内にガバナンスを利かせながらポートフォリオを維持する。ただし、新たなイノベーションの採用などといった、ビジネス目標の変化にも柔軟に適応できるようにする。

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Analysts:

Ryuichi Tsuchiya

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