ATARC Supplier Relationship Management (SRM), IT Category Management & Mobility Across Federal Government

Transcription

1 ATARC Supplier Relationship Management (SRM), IT Category Management & Mobility Across Federal Government Mike Vande Woude, (202) Program Manager, Supplier Relationship Management (SRM), Information Category Federal Acquisition Services Information Technology Category General Services Administration Oct /24/2017 0

2 DISCUSSION ITEMS Size, Scope & Challenges Goals & Objectives SRM & IT Category Management Expected Outcomes Building the Framework Governance Mobility Summary 10/24/2017 1

3 SIZE, SCOPE & CHALLENGES 430 Federal Agencies, Departments & Sub Agencies: All Agencies managed & funded discretely All have their own administration, operations & IT staff Most all Agencies manage their Key Suppliers independently if at all All this leads to: Limited SLA performance measurement across Agencies Terms & conditions may be similar at the summary level, but very different at the detailed level Limited buying power & discount percentages very different for same products, services across the Federal Gov t Multiple products performing the same core services e.g., Applications, Mobile Devices, Desktop/Laptop, Outsourcing and Professional Services 10/24/2017 2

4 SRM, IT CATEGORY MANAGEMENT AT GSA AND ACROSS FEDERAL Goals & Objectives Bring together Key Suppliers, IT Category Managers, Agency CIO s to leverage Common Applications & Services to Accomplish the following: Institutionalize new ways to collaborate with key suppliers Develop a two-way communication at the senior executive level to deliver greater levels of innovation Uncover and discuss common problems that impact operational, engineering & technical/business risk topics Provide a centralized communication and resolve for: New Issues/Services, 360 Reviews and escalation affecting enterprise applications and services Implement consistent baseline SRM/IT goals, objectives & framework across all IT Category Management 10/24/2017 3

5 SRM, IT CATEGORY MANAGEMENT AT GSA & ACROSS FEDERAL Enhanced Supplier Relationships Expected Outcomes Staying Abreast Of Change Management, Innovation & How It Impacts Gov t Across Agencies Building common Metrics, e.g., Balanced Scorecards, Spend Analytics, Performance Management Developing 360 Review Sessions How are we doing, from the Suppliers perspective? Simplify Processes Reduce time spent on selection and contract negotiation Reduce numbers of staff supporting contracts with same supplier Enhance service quality, escalation responsiveness and flexibility Reduce Cost Leveraging buying power with Key Suppliers Typically 80% of spend Is with top 20 Suppliers or Key Suppliers within each IT Category 10/24/2017 4

6 BUILDING THE FRAMEWORK Continued collaboration with IT Category Managers & Agencies on building the goals, objectives, program governance and joint activities Ensure Managers, Agencies & Suppliers share information on common problems & solutions Make certain we are consistent with repeatable processes Confirm the Key Suppliers within each IT sub-category Invite Suppliers to program Kick Off meeting Establish recurring status meetings with IT Category Management teams & Suppliers To Include: Develop & review operational metrics, performance (scorecards), program tracking, change management, innovation & risk mitigation Engage procurement, operations, contract administrators, stakeholders, legal, IT engineers & others to ensure strong collaboration of SRM & IT Category Management program 10/24/2017 5

7 GOVERNANCE SRM requires strong specialization of our workforce A dedicated contract management team A team dedicated to business engagement Strong Category Management engagement within each IT Category Representation should consist of senior executive sponsors at the SRM, IT Category Management & Supplier levels. Engagement Of engineering, procurement, operations & legal is critical to the Success of the program Strict adherence to standards, documentation, good communication & sharing of information A regular cadence of operational and strategic planning review meetings Well defined escalation procedures to ensure speedy resolution of problems and conflicts at the appropriate organizational level 10/24/2017 6

8 MOBILITY (MSCT) SUCCESSES Strong Category Management team from GSA & agencies Defined metrics reporting to OMB and identified other reporting opportunities to better manage the mobility enterprise, e.g., applications and security Established strong working relationships with suppliers Addressing weaknesses in processes & acquisitions Communicating status updates across all levels of management 10/24/2017 7

9 SUMMARY 10/24/2017 8