IDCの成熟度モデルのベンチマーク：米国におけるベンダー・ソーシング管理（VSM）

当レポートでは、IDCによる「Vendor and Sourcing Management MaturityScape Benchmark Survey」の調査結果に基づき、ベンダー・ソーシング管理（VSM）の価値を最大化し、イノベーションを促進するためのフレームワークについて、体系的な情報を提供しています。

IDCの見解

調査概要

概況

• ベンダー・ソーシング管理（VSM）の成熟度の各段階
• VSMの成熟度モデルの方向性
• VSMの成熟度の改善における投資価値

将来の展望

主な提言

• 視覚
• 人
• プロセス
• ガバナンス
• 技術

参考資料

• 関連調査
• 付録
• 調査手法
• 要約

図表

This IDC study is designed for the VSMO staff, buyers' senior line managers, and program managers who have engaged suppliers to deliver products and services. IT leadership and VSM managers responsible for adopting 3rd Platform technologies will especially benefit from this study. This study presents the results of IDC's 2014 Vendor and Sourcing Management MaturityScape Benchmark Survey and should be viewed as a supplement to IDC MaturityScape: Vendor and Sourcing Management - A Framework to Maximize Value and Drive Innovation. Together, they provide a comprehensive overview of the IDC's vendor and sourcing management maturity model:

• In this research study, we present the results from quantitative research that will enable organizations to assess their VSM maturity level against industry benchmarks.
• In IDC MaturityScape: Vendor and Sourcing Management - A Framework to Maximize Value and Drive Innovation, we describe IDC's Vendor and Sourcing Management MaturityScape framework, which identifies the stages, dimensions, outcomes, and actions required for companies to maximize benefits derived from the VSM function.

This IDC study provides an opportunity for organizations to benchmark their VSM maturity against the industry standard, assess IT vendor and sourcing management competency and maturity and, most important, prioritize their VSM-related investment decisions.

The benchmark will allow organizations to answer the following questions:

• How mature is my organization in its ability to leverage vendor and sourcing management capabilities to drive value and innovation
• What are the most common practices among high achievers that result in better integration in the organization
• What's the focus of the VSM office in organizations that are thriving versus those that are just keeping pace
• How can my organization improve its VSM maturity as it embarks on the 3rd Platform adoption journey

"To support the shifts in IT supplier ecosystems, ongoing business transformation, and the push for greater digitization, both CIO and VSM organizations will collaborate to overcome a wide range of internal organizational challenges and develop deeper relationships with strategic suppliers," says Rajeev Agarwal, research vice president with IDC's CIO and Technology Professionals Agenda program. "Vendor and sourcing management, once considered a back-office function, is slowly but surely becoming an essential component of business, operations, and IT strategies."

Table of Contents

IDC Opinion

In This Study

Situation Overview

• Vendor and Sourcing Management Maturity Stages
• Vendor and Sourcing Management MaturityScape Dimensions
• The Value of Investing in Improving VSM Maturity

Future Outlook

Essential Guidance

• Vision
• People
• Process
• Governance
• Technology

Learn More

• Related Research
• Appendix
• Methodology
  • Survey Respondent Segmentation
• Synopsis

List of Tables

• Table: Top 5 Traits of Thrivers' Vendor and Sourcing Management

List of Figures

• Figure: Vendor and Sourcing Management Maturity Distribution Across Stages
• Figure: Vendor and Sourcing Management Individual Dimensions Dashboard
• Figure: VSM MaturityScape: Comparison of Total Value and Total Cost
• Figure: Comparison of VSM Maturity Between Survivors and Thrivers
• Figure: Comparison of VSM Maturity Dimensions Between Survivors and Thrivers Dashboard
• Figure: IDC MaturityScape: Vendor and Sourcing Management Executive Summary