Vendor Management and Contract NegotiationsButlerRubin
Dan Cotter presented on vendor management and contract negotiations. He discussed creating a baseline inventory of all vendor contracts. It is important to inventory and store contracts in a centralized system for oversight. A contract management policy should establish authority levels, review procedures, vendor due diligence processes, and standard contract provisions. The policy ensures proper oversight of vendors and management of legal and financial risk. Cybersecurity and privacy are also important considerations in the contract process given the risks of third and nth-party vendors.
With the role of key vendors growing in importance and with more vendors being introduced into the workplace, effective vendor management has become a critical capability of any enterprise. This document describes how the design (or redesign) of the VMO needs to be approached with a focus on enlisting top skills, implementing effective processes and tools and establishing an organization whose role is clearly defined in the enterprise.
This document outlines the vendor management process from initial setup of a vendor database to ongoing evaluation and termination if needed. It involves researching potential vendors, getting quotes, evaluating vendors based on questionnaires and audits, selecting a vendor, creating contracts, ongoing performance reviews, and procedures for termination.
The document discusses several tools and strategies for effective vendor management, including scorecards to evaluate vendor performance, rationalizing the vendor base, tiering vendors, business meetings, master contracts, vendor portals, relationship guides, and training. These methods allow companies to optimize relationships with vendors, focus resources on strategic vendors, provide vendors with performance visibility, and document policies and expectations.
How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
This document discusses strategic vendor management and categorizing vendors. It provides an overview and agenda, then discusses creating a vendor management office to focus on processes and relationships. Vendors are categorized into four boxes: strategic, foundational, niche, and commodity. Strategic vendors are essential partners while foundational vendors provide important products/services. Niche vendors fill unique needs but dependence on them provides less leverage. The goal is managing vendors efficiently based on their categorization.
This document provides information and guidance about establishing a vendor management office (VMO). It discusses designing the roles and responsibilities of the VMO, including job descriptions for contract administrators, vendor analysts, and vendor auditors. It also covers selecting a vendor management database, implementing vendor management policies and procedures, and ongoing vendor relationship management tasks. The overall aim is to help organizations effectively oversee vendor relationships and gain value through a centralized vendor management function.
Vendor Management and Contract NegotiationsButlerRubin
Dan Cotter presented on vendor management and contract negotiations. He discussed creating a baseline inventory of all vendor contracts. It is important to inventory and store contracts in a centralized system for oversight. A contract management policy should establish authority levels, review procedures, vendor due diligence processes, and standard contract provisions. The policy ensures proper oversight of vendors and management of legal and financial risk. Cybersecurity and privacy are also important considerations in the contract process given the risks of third and nth-party vendors.
With the role of key vendors growing in importance and with more vendors being introduced into the workplace, effective vendor management has become a critical capability of any enterprise. This document describes how the design (or redesign) of the VMO needs to be approached with a focus on enlisting top skills, implementing effective processes and tools and establishing an organization whose role is clearly defined in the enterprise.
This document outlines the vendor management process from initial setup of a vendor database to ongoing evaluation and termination if needed. It involves researching potential vendors, getting quotes, evaluating vendors based on questionnaires and audits, selecting a vendor, creating contracts, ongoing performance reviews, and procedures for termination.
The document discusses several tools and strategies for effective vendor management, including scorecards to evaluate vendor performance, rationalizing the vendor base, tiering vendors, business meetings, master contracts, vendor portals, relationship guides, and training. These methods allow companies to optimize relationships with vendors, focus resources on strategic vendors, provide vendors with performance visibility, and document policies and expectations.
How to implement a strategic IT vendor management programJeff Kubacki
CIO's and their IT leadership teams should focus more time on a strategic IT vendor management program. After doing this for 8 years by conducting annual IT vendor days and implementing World Class IT principles, I decided to share what has worked and why it is important in the transition to becoming strategic business partners.
This document discusses strategic vendor management and categorizing vendors. It provides an overview and agenda, then discusses creating a vendor management office to focus on processes and relationships. Vendors are categorized into four boxes: strategic, foundational, niche, and commodity. Strategic vendors are essential partners while foundational vendors provide important products/services. Niche vendors fill unique needs but dependence on them provides less leverage. The goal is managing vendors efficiently based on their categorization.
This document provides information and guidance about establishing a vendor management office (VMO). It discusses designing the roles and responsibilities of the VMO, including job descriptions for contract administrators, vendor analysts, and vendor auditors. It also covers selecting a vendor management database, implementing vendor management policies and procedures, and ongoing vendor relationship management tasks. The overall aim is to help organizations effectively oversee vendor relationships and gain value through a centralized vendor management function.
Purchasing, Procurement, Vendor, Contract and RFP Process Management with Sha...Optimus BT
Using the Document management, Collaborative and Self service features of SharePoint to implement a turn key procurement management business solution, that will streamline the procurement process, help you comply with regulations, enable you manage contracts, empower self service and participative procurement, aid in informed procurement decisions, in executing an effective procurement strategy and make your procurement function hassle free. Optimus BT is a leader in providing Procurement software and other turnkey solutions using SharePoint.
This document provides information on vendor performance evaluations for Baltimore County Public Schools (BCPS). It discusses why evaluations are conducted, how they are implemented for both construction and non-construction contracts, and how the results are monitored and reported. Evaluations are done to provide feedback to vendors, ensure compliance with board policy, and effectively manage vendor relationships. They are implemented using online evaluation applications for construction projects and evaluation forms for other contracts. The results are compiled, shared with vendors, and maintained on file.
The document discusses vendor management systems. It defines a vendor as a third party that provides goods or services to a company. Vendor management is the process of controlling costs, ensuring quality, and mitigating risks through all stages of the business relationship with vendors. Effective vendor management includes creating clear processes, building relationships between organizations and vendors, and establishing service quality and governance practices. The document also outlines best practices for vendor selection, monitoring, and rating vendors based on parameters like pricing, quality, delivery, and service.
Source to Settle and Order to Cash Process MapBob Solomon
For every Source to Settle process at a buyer's company, there is an equal and opposite Order to Cash process at a supplier's company. Interweaving and automating this interaction on both sides is the only way to remove costs from the process, rather than just shifting the burden from one "side" to another.
Vendor management involves controlling costs, driving service excellence, and mitigating risks from third-party vendors. It includes properly classifying vendors, performing due diligence on new vendors, assessing risks, managing contracts, and monitoring vendor performance on an ongoing basis. Effective vendor management can reduce costs, create loyal relationships, increase efficiencies, and protect an organization's brand. It is a top priority for businesses as it helps to mitigate risks from external vendors and optimize overall performance. The global e-commerce software market has seen constant annual growth of around 4.2% due to more companies adopting vendor management systems.
The document discusses the need for a centralized Vendor Management (VM) function at NJM to better manage its large number of vendors and contracts. It proposes creating a Vendor Management Office (VMO) to develop standardized processes and templates for vendor selection, contract management, performance monitoring, and relationship management. The VMO would establish a master vendor list, classify vendors, and help integrate VM processes into existing work models.
This document discusses automotive IT sourcing challenges and emerging trends in IT sourcing to help automotive OEMs plan for the future. It identifies key challenges as lack of efficiency, transparency, flexibility and resilience. New sourcing trends include a focus on cost reduction, agility, and strategic partnerships. The document outlines Deloitte's sourcing methodology and lessons learned to help companies evaluate sourcing options and make sourcing decisions.
Vendor performance Management CPPC conferenceGerald Ford
Canadian Public Procurement Council conference presentation Nov 2012 in Vancouver. A joint presentation with QCsolver and Merx. Presentation brought to you by QCsolver.com
The document discusses various aspects of vendor management including governance, performance evaluation, monitoring, and strategic partnership. It provides details on developing vendor profiles, assessing risks, establishing governance disciplines, evaluating quality and performance, linking key performance indicators to business benefits, monitoring through scorecards and metrics, and fostering strategic partnerships through mutual goals and trust.
Vendor Development as Strategic Alliance- Rakesh RavindranRakesh Ravindran
The document discusses vendor development and supplier partnerships. It notes trends toward outsourcing, improving quality, and integrating supplier systems. Successful partnerships are characterized by communication, mutual profitability, feedback, and information sharing. Selecting partners based on criteria like quality, cost, delivery, stability, and improvement. Developing suppliers involves determining mutual long-term benefits, prices, and ensuring the supplier has the needed capabilities.
Apothem Advisory is a consulting company serving buyer and sellers to derive maximum value from their outsourcing deals. Primary focus to help global clients build and implement robust supplier governance framework. The company also provide assistance to Suppliers in Strategic Account Management.
This document outlines a case study for implementing a metrics-driven vendor management services (VMS) framework. It begins with defining vendor management and outlining goals like reducing costs and risks. It then analyzes existing sourcing systems, data, technologies, and processes. Key sections describe the designed VMS metrics framework, including relationship, operational, financial, and satisfaction scorecards. The framework provides metrics in a customizable dashboard. Results included consolidated scorecards and drilldowns. Lessons learned stress understanding information hierarchies and ensuring quality assurance during implementation.
Untuk memilih vendor/supplier yang dapat diandalkan dengan produk terbaik & jasa, spesifikasi yang tepat, kualitas yang tepat, ketepatan waktu pengiriman, layanan terbaik, dan juga harga yang terbaik, maka perusahaan harus melakukan proses seleksi dan evaluasi vendor/supplier secara komprehensif diukur dengan metode yang tepat.
The document provides an overview of new features and enhancements in Oracle's Order Management solution, including a new architecture, user interface, functionality for pricing, configuration management, and an order management portal. Key updates include a new workflow-based order processing engine, expanded e-commerce and carrier integration capabilities, and enhanced functions for returns, line sets, pricing, and inventory availability checks.
Procure to Pay Transformation.
--
Presentation originally made at the SMART Supply Chain Conference, June 2013. This transformation won the Award for Procurement Excellence.
The presentation is Copyright protected and is for information purposes only and may not be reproduced in any form without written permission of authors.
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
This document provides a guide for creating, implementing, and institutionalizing a successful Supply Chain Resiliency Program (SCRP). It outlines a three phase process: Planning, Implementation, and Institutionalization.
The Planning phase involves developing the business case, scope, services, metrics, technology plan, governance structure, timeline and funding for the SCRP. This information is captured in a program charter. The business case establishes the purpose, goals, and alignment with business strategy. It also addresses potential objections.
The Implementation phase covers deploying people, processes, and technology to deliver the core SCRP services. This involves mapping the supply chain, collecting supplier data, identifying and scoring risks, and developing mitigation,
Vendor Management Systems Best Practicesjeffmonaghan
The document discusses best practices for implementing and using a vendor management system (VMS) to manage contingent or contract labor. It notes that 11% of the US workforce are contract employees, and that a VMS can help companies address issues like not knowing spending and numbers of vendors, administrative burdens, and legal risks. However, many companies are unsatisfied with their VMS. The document recommends best practices like including all stakeholders in planning, allowing good communication, prioritizing quality, and tracking performance. It offers a free whitepaper with more details on successful VMS implementation.
Purchasing, Procurement, Vendor, Contract and RFP Process Management with Sha...Optimus BT
Using the Document management, Collaborative and Self service features of SharePoint to implement a turn key procurement management business solution, that will streamline the procurement process, help you comply with regulations, enable you manage contracts, empower self service and participative procurement, aid in informed procurement decisions, in executing an effective procurement strategy and make your procurement function hassle free. Optimus BT is a leader in providing Procurement software and other turnkey solutions using SharePoint.
This document provides information on vendor performance evaluations for Baltimore County Public Schools (BCPS). It discusses why evaluations are conducted, how they are implemented for both construction and non-construction contracts, and how the results are monitored and reported. Evaluations are done to provide feedback to vendors, ensure compliance with board policy, and effectively manage vendor relationships. They are implemented using online evaluation applications for construction projects and evaluation forms for other contracts. The results are compiled, shared with vendors, and maintained on file.
The document discusses vendor management systems. It defines a vendor as a third party that provides goods or services to a company. Vendor management is the process of controlling costs, ensuring quality, and mitigating risks through all stages of the business relationship with vendors. Effective vendor management includes creating clear processes, building relationships between organizations and vendors, and establishing service quality and governance practices. The document also outlines best practices for vendor selection, monitoring, and rating vendors based on parameters like pricing, quality, delivery, and service.
Source to Settle and Order to Cash Process MapBob Solomon
For every Source to Settle process at a buyer's company, there is an equal and opposite Order to Cash process at a supplier's company. Interweaving and automating this interaction on both sides is the only way to remove costs from the process, rather than just shifting the burden from one "side" to another.
Vendor management involves controlling costs, driving service excellence, and mitigating risks from third-party vendors. It includes properly classifying vendors, performing due diligence on new vendors, assessing risks, managing contracts, and monitoring vendor performance on an ongoing basis. Effective vendor management can reduce costs, create loyal relationships, increase efficiencies, and protect an organization's brand. It is a top priority for businesses as it helps to mitigate risks from external vendors and optimize overall performance. The global e-commerce software market has seen constant annual growth of around 4.2% due to more companies adopting vendor management systems.
The document discusses the need for a centralized Vendor Management (VM) function at NJM to better manage its large number of vendors and contracts. It proposes creating a Vendor Management Office (VMO) to develop standardized processes and templates for vendor selection, contract management, performance monitoring, and relationship management. The VMO would establish a master vendor list, classify vendors, and help integrate VM processes into existing work models.
This document discusses automotive IT sourcing challenges and emerging trends in IT sourcing to help automotive OEMs plan for the future. It identifies key challenges as lack of efficiency, transparency, flexibility and resilience. New sourcing trends include a focus on cost reduction, agility, and strategic partnerships. The document outlines Deloitte's sourcing methodology and lessons learned to help companies evaluate sourcing options and make sourcing decisions.
Vendor performance Management CPPC conferenceGerald Ford
Canadian Public Procurement Council conference presentation Nov 2012 in Vancouver. A joint presentation with QCsolver and Merx. Presentation brought to you by QCsolver.com
The document discusses various aspects of vendor management including governance, performance evaluation, monitoring, and strategic partnership. It provides details on developing vendor profiles, assessing risks, establishing governance disciplines, evaluating quality and performance, linking key performance indicators to business benefits, monitoring through scorecards and metrics, and fostering strategic partnerships through mutual goals and trust.
Vendor Development as Strategic Alliance- Rakesh RavindranRakesh Ravindran
The document discusses vendor development and supplier partnerships. It notes trends toward outsourcing, improving quality, and integrating supplier systems. Successful partnerships are characterized by communication, mutual profitability, feedback, and information sharing. Selecting partners based on criteria like quality, cost, delivery, stability, and improvement. Developing suppliers involves determining mutual long-term benefits, prices, and ensuring the supplier has the needed capabilities.
Apothem Advisory is a consulting company serving buyer and sellers to derive maximum value from their outsourcing deals. Primary focus to help global clients build and implement robust supplier governance framework. The company also provide assistance to Suppliers in Strategic Account Management.
This document outlines a case study for implementing a metrics-driven vendor management services (VMS) framework. It begins with defining vendor management and outlining goals like reducing costs and risks. It then analyzes existing sourcing systems, data, technologies, and processes. Key sections describe the designed VMS metrics framework, including relationship, operational, financial, and satisfaction scorecards. The framework provides metrics in a customizable dashboard. Results included consolidated scorecards and drilldowns. Lessons learned stress understanding information hierarchies and ensuring quality assurance during implementation.
Untuk memilih vendor/supplier yang dapat diandalkan dengan produk terbaik & jasa, spesifikasi yang tepat, kualitas yang tepat, ketepatan waktu pengiriman, layanan terbaik, dan juga harga yang terbaik, maka perusahaan harus melakukan proses seleksi dan evaluasi vendor/supplier secara komprehensif diukur dengan metode yang tepat.
The document provides an overview of new features and enhancements in Oracle's Order Management solution, including a new architecture, user interface, functionality for pricing, configuration management, and an order management portal. Key updates include a new workflow-based order processing engine, expanded e-commerce and carrier integration capabilities, and enhanced functions for returns, line sets, pricing, and inventory availability checks.
Procure to Pay Transformation.
--
Presentation originally made at the SMART Supply Chain Conference, June 2013. This transformation won the Award for Procurement Excellence.
The presentation is Copyright protected and is for information purposes only and may not be reproduced in any form without written permission of authors.
1. Strategic sourcing is a continuous process that involves discovering, prioritizing, improving, and re-evaluating sourcing activities to achieve cost savings and meet business needs.
2. The document outlines a 9-step process for strategic sourcing, beginning with internal research to analyze company spend data, categorize spending, evaluate risks, select project scope, and conduct spend, cost structure, and total cost of ownership analyses.
3. The first step of internal research lays the groundwork for subsequent steps by gathering and analyzing internal company data to understand spending patterns and costs. This information is then used to inform strategic sourcing decisions.
Outline of PPM, Project and Portfolio Management and it's use in Project Management disciplines
If you would like a copy of the slides, please email me
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The strategic sourcing process involves identifying a company's current category usage, conducting a supplier and market analysis, selecting an appropriate sourcing strategy, and choosing a sourcing method. Key steps include developing requests for information and proposals, evaluating responses, negotiating with suppliers, integrating new suppliers, and monitoring market performance and supplier relationships on an ongoing basis. The process aims to identify all viable suppliers, execute the best sourcing approach, conduct negotiations to select suppliers, and operationalize agreements while monitoring the category.
This document provides a guide for creating, implementing, and institutionalizing a successful Supply Chain Resiliency Program (SCRP). It outlines a three phase process: Planning, Implementation, and Institutionalization.
The Planning phase involves developing the business case, scope, services, metrics, technology plan, governance structure, timeline and funding for the SCRP. This information is captured in a program charter. The business case establishes the purpose, goals, and alignment with business strategy. It also addresses potential objections.
The Implementation phase covers deploying people, processes, and technology to deliver the core SCRP services. This involves mapping the supply chain, collecting supplier data, identifying and scoring risks, and developing mitigation,
Vendor Management Systems Best Practicesjeffmonaghan
The document discusses best practices for implementing and using a vendor management system (VMS) to manage contingent or contract labor. It notes that 11% of the US workforce are contract employees, and that a VMS can help companies address issues like not knowing spending and numbers of vendors, administrative burdens, and legal risks. However, many companies are unsatisfied with their VMS. The document recommends best practices like including all stakeholders in planning, allowing good communication, prioritizing quality, and tracking performance. It offers a free whitepaper with more details on successful VMS implementation.
Ola Mahmoud Ahmed is a senior HR professional seeking a challenging career where she can utilize her skills and experience. She has over 10 years of experience in recruitment, organizational development, training, and people management. Her most recent role was as Senior HR Generalist at Abraj Misr for Real Estates, where she led recruitment, organizational development, performance management, and training. She holds a Bachelor's degree in Mass Communication and several HR certifications.
Supplier development engineer performance appraisalJaeWon012
This document provides information and resources for evaluating the job performance of a supplier development engineer, including:
1. Links to free ebooks and resources on performance appraisal forms, phrases, methods, and key performance indicators.
2. A sample job performance evaluation form for a supplier development engineer with sections to rate their performance in areas like administration, communication, problem-solving, and safety. It provides definitions for performance ratings.
3. Examples of positive and negative performance review phrases for evaluating a supplier development engineer's attitude, creativity, decision-making, interpersonal skills, and other qualities.
4. An overview of the top 12 methods for appraising a supplier development engineer's performance, such as management
Vendor Performance Management survey results nov 7thGerald Ford
This document contains the results of a survey with 16 multiple choice questions. Some key findings include:
- For question 1, most respondents reported feeling happy (82%).
- For question 2, most respondents were from the Federal/Provincial sector (41%).
- For question 3, most respondents came from organizations with 250-499 employees (18%) or 1000-2499 employees (37%).
The document provides graphical representations of the responses for each question.
The document provides materials for evaluating the job performance of a software consultant, including:
- A 4-page performance evaluation form with ratings scales to assess the consultant across various job duties and skills.
- Links to additional online resources for performance appraisal phrases, forms, and tips for writing self-appraisals.
- Sections for reviewing the consultant's job description, strengths, areas for improvement, and signature approvals.
- A section with example performance review phrases for evaluating a software consultant's attitude, creativity, and decision-making abilities.
FusionOps Insight provides next generation cloud analytics that allow users to access concise summaries of complex ERP data within a day. It offers pre-built dashboards and reports across key areas like orders, inventory, procurement and production planning that can be customized without IT assistance. The solution simplifies complex analytics for business users through an easy to use and self-service platform.
This document is an evaluation form for a training session. It asks participants to rate various aspects of the session on a scale of 1 to 5. Section A asks participants to rate statements about how relevant the session was to their work or studies, whether it increased their knowledge, and the quality of discussion. Section B rates the speaker, host, facilities, and administration on a scale from poor to excellent. It also asks for comments on strengths and whether the participant would recommend the session to others.
This document provides an overview of Capgemini Consulting's Supplier Relationship Management (SRM) Research for 2016-2017. It contains four main sections:
1. Business Insights - Discusses key trends impacting supply chains and the role of procurement, including the digital world, differentiated customer experiences, resource scarcity, and geopolitical threats. It emphasizes the need for procurement to shift from cost to value management and develop supplier relationships.
2. Functionality Analysis - Presents the results of Capgemini's SRM functionality survey that assesses software vendors' coverage of procurement processes. It expands the assessment to include supplier data management and product lifecycle management.
3. Vendor Profiles
The document provides information on performance management in an agile environment. It discusses that performance management should focus on setting goals at the beginning of the year and reviewing progress, providing feedback throughout the year. It also notes that performance is a shared responsibility between management and individuals, and that the system and environment set by management impacts performance more than individual responsibility alone. Regular feedback and discussions help individuals improve and align their goals with team and organizational goals.
How your vendor master file is critical to governance, risk management and co...Oracle
Jon Casher from Casher Associates, Inc & Al Nasser Khan from Control Layers Consulting explained why the Vendor Master File is Critical to Governance, Risk Management and Compliance, and how you can use Oracle GRC Advanced Controls to achieve your Vendor Master Goals, to minimize risks, and achieve much greater compliance and efficiency. You can learn more about this by downloading the presentations
This document contains materials for evaluating the performance of a warehouse delivery driver, including:
1. A job performance evaluation form with sections to rate the employee on various performance factors and include comments on strengths, areas for improvement, and goals.
2. Examples of performance review phrases to assess attitudes, creativity/innovation, and decision making.
3. The last page provides additional phrases for evaluating decision making skills both positively and areas needing improvement. The document provides a comprehensive template and guidance for conducting a warehouse delivery driver's performance review.
Communication between client and supplier is a key to successful vendor management. Getting things done in the respect with legal, cultural and team location constraints has proven to be challenging. From the perspective of the client, let’s see: how to create definition of done, how to obtain team buy-in and how to empower the supplier team. On the other side, from the supplier point of view we will address: what to ask from the client, what to give to the client and how to communicate with the client during the development.
Agile Project Outsourcing - Dealing with RFP and RFISiddhi
The document discusses an RFP for an agile software development project between a customer and supplier. It includes questions about the supplier's experience with agile methodologies, processes and tools, testing approach, contracting models, resource estimates, and release planning. The supplier is asked to describe their proposed agile project setup and execution strategy, including onsite/offshore team composition and coordination, estimation methodology, and contracting approach. They are also asked to justify their responses and provide substantiation for estimates and plans.
This document provides an overview of the vendor landscape for Agile application lifecycle management (ALM) tools. It discusses how the market has evolved from standalone tools to integrated suites that support various development methodologies and platforms. The summary evaluates vendors across features, usability, affordability, architecture, viability, strategy, and other criteria to identify champions, innovators, market pillars, and emerging players. Key capabilities like process flexibility, quality control, and ecosystem integration are also examined to understand where the market is headed.
This document outlines a scoring system for evaluating supplier quality performance. It includes scoring criteria in four categories: quality performance, on-time delivery (OTD), quality apparent, and situation response. Quality performance and OTD are each scored out of 1.0, while the total score is calculated as the product of all four category scores, with a maximum total score of 4.0. Deviations are classified as major or minor and deduct from the quality performance score. OTD score is based on receipt date relative to targets. Quality apparent considers inspection results. Situation response is judged by the buyer. The document provides examples of applying the scoring methodology and interprets the final score ratings.
How to fill up performance appraisal formaprileward14
In this file, you can ref useful information about how to fill up performance appraisal form such as how to fill up performance appraisal form methods, how to fill up performance appraisal form tips
How to fill performance appraisal formtommylong551
In this file, you can ref useful information about how to fill performance appraisal form such as how to fill performance appraisal form methods, how to fill performance appraisal form tips, how to fill performance appraisal form forms, how to fill performance appraisal form phrases … If you need more assistant for how to fill performance appraisal form, please leave your comment at the end of file.
The document summarizes the findings of a study on software testing market trends, service providers, and success factors. Some key findings include:
- Most companies see software testing as important and are optimizing their testing activities, often by increasing outsourcing to external testing specialists. Collaboration with external providers can improve testing flexibility, quality, and cost-efficiency.
- When selecting external testing partners, companies prioritize factors like the ability to achieve objectives, results-oriented pricing models, and linguistic capabilities for global projects.
- SQS is a leading independent testing specialist that offers blended service delivery and transparent performance-based billing. Their competencies align well with what companies are looking for in external testing providers.
Insights and Trends: Current Portfolio, Programme, and Project Management ...CollectiveKnowledge
2012 PWC's third global survey on the current state of project management. New study is starting now and will be release somewhere this year (2014). Meanwhile, this is only 2 years old, so quite relevant. A total of 1,524 respondents from 38 countries and within 34 industries shared their insights
Effective Supplier Selection - Boeing 787Uyoyo Edosio
The document discusses Boeing's supplier selection process for the 787 Dreamliner aircraft. It describes the key stages of an effective supplier selection process, including problem definition, criteria formulation, qualification, and final selection. Boeing's global selection strategy involved choosing suppliers from around the world, creating some communication and coordination challenges. While this strategy reduced costs, it also introduced risks from non-uniform technical specifications and reliance on international suppliers. Overall, the case study illustrates how following best practices in supplier selection, while also considering implementation challenges, can help large manufacturers like Boeing develop complex global supply chains.
Board Reporting Framework - Engage your board members and keep them strategic!Artique Consulting
The document provides an overview of an integrated reporting framework for a board of directors. It includes sections on board reporting requirements, typical reporting frameworks, guiding principles, dashboard examples, and content areas. The framework aims to provide concise, reliable information on strategic objectives and performance, business management, risks, finances, quality, benchmarks, and stakeholder engagement. Dashboards include strategic outcomes, company profile, financial performance, and business development. Key principles are strategic focus, connectivity of information, future orientation, and responsiveness.
Vodafone Group uses a balanced scorecard approach to manage performance across financial and non-financial perspectives. It has four main strategies: drive operational performance to enhance customer value; pursue growth in mobile data, broadband, and enterprise services; execute in emerging markets through low-cost offerings; and strengthen capital discipline to drive shareholder returns through cost efficiency programs. Key performance indicators are tracked across four perspectives: customer, financial, internal processes, and learning/growth. This balanced approach helps Vodafone make strategic decisions and continuously improve performance.
Government Quality Management - It's Not an Oxymoron!
Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.
Effective Benchmarking For Project Management.pdfR Borres
This document discusses effective benchmarking for project management. It provides an overview of benchmarking and defines it as searching for best practices that lead to superior performance. It then discusses several key metrics for benchmarking project management, including: project cost and cost performance index, schedule performance index, return on investment, staffing levels and ratios, and productivity. The document emphasizes the importance of selecting metrics tailored to each organization's strategies and situations.
Chapter 7 Management Concultancy by CabreraKriza Matro
The document discusses the stages of a management consulting engagement including negotiating the engagement, engagement planning, conducting the assignment, and evaluating the engagement. It describes the basic contents and purposes of an engagement plan, proposal letter, and work plan. It also discusses problem identification, data gathering techniques, data analysis approaches, solution development, implementation, and follow-up evaluation.
Effects Of Internal Audit Practices On Financial...Alison Reed
The document discusses the objectives and scope of an internal audit research proposal on the effects of internal audit practices on the financial performance of commercial banks in Kenya. It includes an introduction, literature review, research methodology, and plans for analyzing findings to determine how internal audit can improve bank operations and financial reporting. The proposal was submitted to the Technical University of Mombasa for examination and approval by university supervisors.
A brief Introduction to ISO 9001 2015-Quality Management SystemSARWAR SALAM
Introduction to Quality Management System ISO 9001-2015 as outlined in EDC Romfor's IMS. Preparation, role and resposibility allocation for Audit purposes.
This document discusses audit quality control and measures taken to maintain audit quality. It analyzes the Audit Quality Review (AQR) approach and main concerns identified from 2012-2014, which include auditor independence, audit quality, financial services audits, and fair value measurements. It also discusses quality control at the firm level through leadership, ethics, human resources and acceptance of engagements. At the individual audit level, quality is maintained through directing, supervising, reviewing and monitoring engagements. Finally, it outlines changes from the 2014 European Directive, such as expanded audit reports, audit rotation requirements, restrictions on non-audit services, and increased oversight of public interest entity audits.
Benchmarking : An essential Quality toolShubham Singh
The document describes a case study on benchmarking the manufacturing processes of garment manufacturing companies in Sri Lanka. Key steps included identifying relevant key performance indicators (KPIs) through industry visits, collecting data via questionnaires from 27 factories, developing conceptual performance measurement models, and calculating performance rankings across factories using multi-criteria decision making techniques like TOPSIS and AHP. The final performance rankings identified gaps and weakest areas to target for improvement through action plans. Benchmarking is presented as an essential quality tool for companies to assess performance against competitors and drive continuous improvement.
R39_Measuring B2B Customer Satisfaction And Customer Effort (Dec 2013)Tony Harrington
This report summarizes research conducted by the Henley Centre for Customer Management on measuring customer satisfaction and understanding customer effort in business-to-business relationships. The research included a literature review on common metrics used to measure customer satisfaction in B2B contexts. It also evaluated two previous HCCM reports related to strategic partnerships and customer effort. Finally, it describes the methodology and findings from interviews with B2B companies and their customers regarding satisfaction measurement and identifying areas of customer effort. The research identified opportunities to include customer effort questions in satisfaction surveys to provide more actionable insight for process improvements.
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Vendor Performance Management
1. CMC - Canada February 2012
Vendor Performance Management Study
TABLE OF CONTENTS
1.1 BACKGROUND...............................................................................................................................................1
1.2 APPROACH ....................................................................................................................................................1
1.3 RESEARCH LIMITATIONS ...............................................................................................................................2
2 RESPONDENT PROFILE ........................................................................................................................ 2
2.1 RESPONDENT CHARACTERISTICS ..................................................................................................................3
2.2 EXISTING VENDOR PERFORMANCE MANAGEMENT SYSTEMS .....................................................................12
3 MEASUREMENT ................................................................................................................................... 17
4 PERFORMANCE ELEMENTS .............................................................................................................. 22
5 IMPLICATIONS ..................................................................................................................................... 24
6 FAIRNESS ............................................................................................................................................... 27
7 SUMMARY AND CONCLUSIONS ....................................................................................................... 29
7.1 KEY ELEMENTS...........................................................................................................................................29
7.2 DESIGN CONSIDERATIONS ..........................................................................................................................32
7.3 DISCUSSION POINTS ....................................................................................................................................34
7.4 IMPLEMENTATION CONSIDERATIONS ..........................................................................................................35
8 BIBLIOGRAPHY .................................................................................................................................... 36
9 APPENDIX A .......................................................................................................................................... 38
Prepared by:
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
2. CMC-Canada February 2012
Vendor Performance Management Study
EXECUTIVE SUMMARY
INTRODUCTION
1.1 Background
The Ontario government advised vendors through a White Paper in spring 2010 of its intention to
develop and implement a vendor performance management program for consulting services. This
intention was formalized in notices as part of Requests for Proposals for new Vendor of Record (VOR)
arrangements for consulting services in spring 2011. CMC-Ontario provided initial input through its
submission to the Ontario government in July 2010 on the “Modernization of Ontario’s Consulting
Services Vendor of Record (VOR) Program.” After posting of the VOR Requests for Proposals, CMC-
Ontario commissioned a research project to assist the Association in advising the government in the task
of developing a robust, fair and transparent framework for working with vendors, to manage risk, and to
assist vendors in understanding the expectations of government clients.
Although the purpose of implementing such programs differs across jurisdictions and various services,
the purpose of vendor performance evaluation programs is to monitor the performance of vendors,
ensure the management of contracts, cut costs and alleviate risks, foster better communication, and
enhance the value of such services by providing timely and structured feedback to vendors (Ontario
Realty Corporation, 2010); (Office of the Procurement Ombudsman, 2010); (The Department of
Housing, 2006); (Survey Analytics, 2011); (Weber, 1996). Vendor performance management programs
establish a mutually beneficial relationship between vendor and client and promote the continuous
improvement of the quality of goods and services (The Department of Housing, 2006); (Office of the
Procurement Ombudsman, 2010). In addition, vendor management programs increase the vendor’s
competitive advantage, improve stakeholder satisfaction, and increase performance visibility (Survey
Analytics, 2011).
The objective of the current research project was to provide CMC-Ontario (the Ontario Institute of
Canadian Association of Management Consultants) with information and recommendations that would
enable the organization to articulate a position on a performance management approach for
management consulting services in the public sector. The intention is for CMC-Ontario to table this paper
with the Ontario government as input to the government’s plan to implement a vendor performance
management program for consulting services within the next six to twelve months.
1.2 Approach
The Vendor Performance Management Study was a mixed mode project consisting of a survey,
interviews, and a literature review. The objective of the survey was to collect representative data from
sector stakeholders in a statistically valid way. An electronic link to an online survey was sent to
potential respondents, and a total of 119 respondents completed the survey entirely. 184 respondents
accessed the survey but did not complete it entirely. The results from nine valid incomplete cases were
added to the base of 119 completed cases and the remaining 56 invalid cases were discarded. The
current report contains the valid responses for each survey question.
Three telephone interviews were also completed with knowledgeable sector stakeholders. The objective
of these interviews was to discuss the procurement and management of management consulting
contracts, the use of existing vendor performance management systems, and features and best
practices of potential vendor performance management systems. These interviews were also intended
to inform the development of the survey instrument.
Prepared by: P a g e |1
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
3. CMC-Canada February 2012
Vendor Performance Management Study
A literature review was also conducted at the beginning of the project to understand current and
existing vendor performance management systems and to collect some baseline data on best practices
in the field. Over 20 sources were consulted during the development of this review.
1.3 Research Limitations
Effort was made during the research project to gather information that was both representative and
reliable. However, as with all research endeavors, some considerations should be noted.
The total sample size limits the level of detail in the data analysis. The survey used census approach,
which means that the resulting data is drawn from a sample of convenience: those who were aware of
the study and who opted to participate. A total of 128 respondents provided input, but these
respondents were not randomly selected.
Since the data was collected from a non-random sample, there is no margin of sampling error.
Furthermore, an analysis of subgroups is not possible with the exception of a distinction between buyers
(clients) and providers (vendors) of management consulting services, although one question was cut by
sector.
2 RESPONDENT PROFILE
Respondents were asked to provide some background on their work and professional experiences
relative to management consulting. This section provides details on those respondent characteristics.
Prepared by: P a g e |2
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
4. CMC-Canada February 2012
Vendor Performance Management Study
2.1 Respondent Characteristics
Figure 2.1.0 Respondent Characteristics
50%
44% 43%
40%
30%
20%
13%
10%
0%
Provider (Consultant) Buyer (Client) Neither
n=119
QA1: Are you a buyer or provider of management consulting services?
Management consulting services refers to both the industry and practice of helping organizations
improve their performance primarily through the analysis of existing organizational problems and the
development of plans for improvement.
The North American Industry Classifcation system description of management consulting is:
“Establishments primarily engaged in providing advice and assistance to other organizations on
management issues, such as strategic and organizational planning; financial planning and budgeting;
marketing objectives and policies; human resource policies, practices and planning; and production
scheduling and control planning.”
Buyers (clients) were defined as users of management consulting services while providers (vendors)
were defined as providers of management consulting services. Relatively equal proportions of providers
(44%) and buyers (43%) responded to the survey. 13% of respondents were neither providers nor buyers
of management consulting services.
Prepared by: P a g e |3
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
5. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.1 Previous Management Consulting Experience
90%
82%
80%
70%
62%
60%
50%
Buyer (Client)
38%
40% Provider (Consultant)
30%
20% 18%
10%
0%
Yes No
Provider n=68
Buyer n=67
QA1a: Have you ever been a Client (Buyer) of management consulting services?
QA1b: Have you ever been a Vendor (Provider) of management consulting services?
Both providers and buyers were asked whether they had ever bought or provided management
consulting services, respectively. A much greater proportion of providers had previously been in a buyer
role, with 62% of providers responding that they had previously been buyers of management consulting
services. Conversely, 82% of buyers had never been in a position where they had provided management
consulting services.
Prepared by: P a g e |4
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
6. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.2 Respondent Fields and Specialties
60%
50%
50%
40%
30% 23%
20% 15%
10% 6% 4%
2%
0%
n=119
QA2: What is your field or specialty?
Respondents were asked to identify their field or specialty. Half of all respondents are in supply chain
management, while 23% of respondents are in management consulting. Smaller proportions are from
the human resources (2%), project management (6%) and information technology (4%) fields.
Prepared by: P a g e |5
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
7. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.4 Respondent Sectors
30%
22%
20% 16%
14%
12% 11%
10%
10% 7% 8%
0%
n=249 (multiple response permitted)
QA2a: What sectors are you involved with?
Respondents were asked to identify the sectors that they are involved with. There was a dispersion of
answers to this question with broad representation across various industry sectors, with 22% involved in
private companies and relatively equal proportions involved in the municipal government (12%), health
care (11%) or academic (i.e. university/college)(10%) sectors. 16% of respondents are involved in the
broader public sector, while 14% are involved in the federal and provincial government sectors. Smaller
proportions are involved with school board (7%) and other (8%) sectors.
Prepared by: P a g e |6
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
8. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.5 Years of Respondent Experience
40%
30%
30%
25%
20% 18% 17%
10%
10%
0%
1 to 5 years 6 to 10 years 11 to 20 years 20 to 29 years 30 years +
n=119
QA3: How many years have you been active in this field?
Respondents were asked to indicate how many years they had been involved in their field. Respondents
were relatively experienced with 30% having 11 to 20 years of experience in their field and 25% having
20 to 29 years of experience in their field. Only 10% had less than five years experience. Respondents
had an average of 18.2 years of experience.
Prepared by: P a g e |7
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
9. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.6 Respondent Memberships or Professional Designations
30%
20%
20% 17% 17%
13% 14%
10%
10%
3% 3% 2%
1%
0%
N=180 (multiple response permitted)
QA4: Do you possess any of the following memberships or designations?
Respondents were asked to identify their membership in professional associations or their professional
designations. Equal proportions of respondents have Ontario Institute of the Purchasing Management
Association of Canada OIPMAC (17%) and CMC Canadian Association of Management Consultants (17%)
designations. 13% has membership in the Ontario Public Buyers Association OPBA and 10% have
membership in the National Institute of Governmental Purchasing NIGP. Smaller proportions of
respondents were members or possessed designations from the Canadian Public Procurement Council
CPPC (3%), Ontario Educational Collaborative Marketplace OECM (3%), Healthcare Supply Chain
Network HSCN (2%), or construction association (1%). 14% of respondents stated that this question was
not applicable to their situation.
Prepared by: P a g e |8
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
10. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.7 Degree of Involvement with Management Consulting Contracts
60%
50%
50%
40%
30%
20% 18%
14%
12%
10% 6%
0%
none 1 to 5 6 to 10 11 to 15 16 +
N=119
QF1: How many management consulting contracts have you been a part of in the last year?
Respondents were asked to indicate how many management consulting contracts they had been a part
of in the last year. 50% of respondents had been a part of a minimum of one contract and a maximum of
5 contracts in the last year, while 18% had not been involved in any management consulting contracts.
Smaller proportions were involved in between 6-10 contracts (14%), 11-15 contracts (12%) and more
than 16 contracts (6%).
Prepared by: P a g e |9
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
11. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.9 Number of Performance Management Evaluations
50%
43%
40%
34%
30%
20%
10%
10% 8%
6%
0%
none 1 to 10 11 to 25 26 to 49 50 +
N=119
QF2: During the course of a typical year how many performance management evaluations are performed at your company or
organization?
Respondents were asked to indicate how many vendor performance evaluations are performed during
the course of a typical year at their company or organization. On average, companies and organizations
complete 18 performance management evaluations during the course of a typical year. 43% of
respondents stated no vendor performance evaluations are typically done, while 34% stated that
between 1 and 10 vendor performance evaluations are typically done at their company or organization.
Smaller proportions indicated that they typically performed 11-25 vendor evaluations (10%), 26-49
vendor evaluations (6%) or more than 50 vendor evaluations (8%).
The survey also asked respondents to state the average value of these contracts. The mean for this
question (or average) average value was $379,844.00.
Prepared by: P a g e | 10
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
12. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.1.10 Importance of Vendor Performance Management
100% 92%
90%
80%
70%
60%
50%
40%
30%
20%
8%
10%
0%
Yes No
N=119
G2: Overall, do you see the management of vendor performance as an important activity to measure, evaluate and improve
the performance of vendors?
Respondents were asked whether they saw the management of vendor performance as an important
activity to measure, evaluate and improve the performance of vendors. 92% of respondents stated that
they saw it as an important activity, while 8% stated that they did not see it as an important activity to
measure, evaluate and improve vendor performance.
Prepared by: P a g e | 11
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
13. CMC-Canada February 2012
Vendor Performance Management Study
2.2 Existing Vendor Performance Management Systems
Figure 2.2.1 Existing Vendor Performance Management Policies
80% 75%
70%
60%
50%
40%
30% 25%
20%
10%
0%
Yes No
n=67
QA5: Does your company or organization have a vendor performance management policy for outside consultants?
Buyers of management consulting services were asked if their company or organization had a vendor
performance management policy for outside consultants. While three-quarters of buyers do not have a
vendor performance management polity, 25% do. The remainder of this subsection pertains to this 25%
and the existing vendor performance management policies possessed by those companies or
organizations.
Figure 2.2.2 Utilization of Performance Contractual Clauses
100% 94%
90%
80%
70%
60%
50%
40%
30%
20%
10% 6%
0%
Yes No
n=17 (caution: small base)
QA7: Does your company utilize performance contractual clauses for managing vendor performance?
Of companies and organizations with existing vendor performance management policies, 94% of
companies and organizations utilize performance contractual clauses for managing vendor performance.
This and subsequent figures must be interpreted with caution because of the small base sizes.
Prepared by: P a g e | 12
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
14. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.2.3 Utilization of Performance Incentives
70% 65%
60%
50%
40%
30%
18%
20%
12%
10% 6%
0%
Yes - positive Yes - negative Yes - positive and No - neither
negative
N=17 (caution: small base)
QA8: Does you company or organization use positive and negative performance incentives for managing vendor performance?
Of companies and organizations with existing vendor performance management policies, 65% use
positive and negative performance incentives for managing vendor performance. 12% use only positive
performance incentives, while 6% use only negative performance incentives. 18% of companies and
organizations use neither positive nor negative performance incentives.
Prepared by: P a g e | 13
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
15. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.2.4 Utilization of Tools and Resources
90%
80% 76% 76%
71%
70% 65%
60%
50% 41%
40% 35%
29%
30%
20%
10%
0%
N=17 (caution: small base)
QA10: Which of the following tools and resources are available to your organization for managing vendor performance?
Companies and organizations with existing vendor performance management policies were asked which
tools and resources were available to their organization for managing vendor performance. Just over
three-quarters said they used forms (76%) and templates (76%), 71% said they used progress meetings,
and 65% of companies and organizations used performance documentation. Lesser proportions used
checklists (41%), third party verification (35%) or user guides and manuals (29%).
Prepared by: P a g e | 14
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
16. CMC-Canada February 2012
Vendor Performance Management Study
Figure 2.2.5 Automation of Forms and Templates
50% 47% 47%
45% 42%
40%
35%
35%
30%
25% Forms
20% 18% Templates
15%
11%
10%
5%
0%
MS Word MS Excel Other Software
Application
Forms n=19 (caution: small base)
Templates n=17 (caution: small base)
QA10b and QA10c: Please specify your applications
MS Excel was the most commonly used form and template for managing vendor performance: 47% of
those with existing vendor performance management systems used MS Excel as their application. 42%
of those with existing vendor performance management systems used MS Word as their application for
managing vendor performance forms, while 35% used MS Word as their application for managing
vendor performance templates. 11% of those with existing vendor performance management systems
used other software applications for managing vendor performance forms, including CMIC and a SAP
Contracts Database. 18% of those companies or organizations with existing vendor performance
management systems used other software applications for managing vendor performance templates,
including MS Access, Cordys Software, and online surveys.
Figure 2.2.5 Evaluation Triggers for Existing Vendor Performance Management Systems
Prepared by: P a g e | 15
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
17. CMC-Canada February 2012
Vendor Performance Management Study
40%
32%
30%
24%
20%
12%
10% 9%
6% 6%
3% 3% 3% 3%
0%
N=138
QF2a: What triggers an evaluation?
Companies and organizations with existing vendor performance management policies were asked what
triggers a vendor evaluation. Issues with contract performance (32%) and contract value (24%) were the
leading evaluation triggers. Complex projects triggers vendor evaluations at 12% of the companies and
organizations with existing vendor performance management policies, while periodic triggers occur at
9% of the companies and organizations. Client dissatisfaction and project profiles were triggers at 6% of
the companies and organizations, while new vendors, repeat vendors, the length of engagement
triggered evaluations at 3% of the companies and organizations each. Only 3% of companies and
organizations with existing vendor performance management policies trigger evaluations on every
project.
Prepared by: P a g e | 16
R.A. Malatest & Associates Ltd. & Gerald Ford Ontario Advacocy Committee Member CAMC
18. CMC-Canada February 2012
Vendor Performance Management Study
3 MEASUREMENT
This section contains findings on respondent preferences as to when and how vendor performance
should be measured.
Figure 3.0.1 Vendor Performance Evaluation on Every Project?
100%
90% 17% 22% 21%
31%
80%
70%
60%
50% No
40% 83% 78% 79% Yes
69%
30%
20%
10%
0%
Provider Buyer (Client) Neither Total
(Consultant)
N=119
QC1: In your opinion, should vendor performance be measured on every project?
Providers (83%) were more likely than buyers (78%) and more likely than respondents who were neither
buyers nor providers (69%) to state that vendor performance should be measured on every project.
Overall, approximately 4 out of 5 respondents, or 79%, state that vendor performance should be
measured on every project.
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Figure 3.0.2 Vendor Performance Evaluation Triggers
40%
32%
30%
20%
16%
14%
11% 11%
10%
7%
5%
3% 2%
0%
n=34
QC1: If no, what do you think should trigger a formal evaluation?
Respondents who said that performance should not be measured on every project were asked what
should trigger a formal evaluation. 32% of respondents said that formal evaluations should be triggered
by poor performance, while 16% said that formal evaluations should be periodic. 14% said that formal
evaluations should occur at the end of a contract, while 11% said formal evaluations should occur upon
request. 5% qualified the fact that evaluations should occur on every project, while 3% said that the
contract value should be the trigger. 2% said that they don’t know, and 11% said this question was not
applicable to their situation.
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Figure 3.0.3 Vendor Performance Evaluation Timelines
50%
43%
40%
30%
20% 16%
10%
10% 8% 7%
4% 5%
1% 2% 3%
1% 1%
0%
N=153
QC2: When should vendor performance be evaluated?
Respondents were asked when vendor performance should be evaluated. 43% said that vendor
performance should be evaluated at the completion of each stage or phase of the project. 16% of
respondents stated that vendor performance should be evaluated at the end of the contract, while 8%
said it should be evaluated on a quarterly basis. Lesser proportions were seen for other periodic
evaluations including monthly (1%), biannually (4%), annually (7%), or every other year (1%). Other
respondents stated that it would depend on the length (5%), value (2%) and complexity (1%) of the
project/contract. 3% stated that vendor evaluations should occur at times that are specified in the
contract.
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Figure 3.0.4 Evaluation Report Duration
80%
71%
70%
60%
50%
40%
30%
18%
20%
10% 7%
4%
0%
under 10 minutes 10 minutes to half between half an longer than an
an hour hour and an hour hour
N=119
QC3: How long should an evaluation report take to complete?
Respondents were asked to state how long, in minutes, an evaluation report should take to complete.
71% of respondents said that an evaluation report should take between 10 and 30 minutes to complete,
while 18% stated that an evaluation report should take between 30 minutes and an hour to complete.
Lesser proportions stated that evaluation reports should take less than 10 minutes (7%) or longer than
an hour (4%). The mean for this question was 30 minutes, while the average was 32.5 minutes.
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Figure 3.0.5 Vendor Performance Evaluation Measurement Scales
100% 4%
9% 6% 6%
90%
80% 19%
43% 33%
70% 7% 47%
Other
60%
9%
Numeric scale
50% 11%
6%
40% Very good to very poor
30% 65%
52% Exceeded, met, fell short of
20% 43% 41% expectations
10%
0%
Provider Buyer (Client) Neither Total
(Consultant)
N=125;
QC4: Please indicate your preference with respect to the following scales used to measure satisfaction with vendor performance.
Respondents were asked to indicate their preferences with respect to several types of scales used to
measure satisfaction with vendor performance. Providers were more likely to state that an expectation
scale should be used to measure vendor performance (65%), with smaller proportions of providers who
preferred numeric (19%) and qualitative (i.e. very good to very poor) scales (7%). Buyers were equally
divided between the expectation (43%) and numeric scales (43%), with only 11% preferring the
qualitative scale. Respondents who were neither buyers nor providers were more likely to prefer the
numeric scale (47%) over the expectation (41%) or qualitative scale (6%). Overall, 52% of respondents
preferred the expectation scale while lesser proportions preferred the numeric (33%) and qualitative
scale (9%).
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4 PERFORMANCE ELEMENTS
This section contains findings on vendor performance elements.
Figure 4.0.1 Vendor Performance Element Ratings
Providers Buyers (Clients)
Overall (n=128) Neither (n=17)
(Consultant) (n=56) (n=55)
Top Box Average Top Box Average Top Box Average Top Box Average
% (mean) % (mean) % (mean) % (mean)
A. Effective communication
59.2% 9.2 69.6% 9.5 58.2% 9.3 29.4% 8.8
throughout engagement
B. Quality of resources 45% 8.9 53.6% 9.3 41.8% 9.0 29.4% 8.1
C. Availability of resources to
46.7% 9.0 51.8% 9.1 47.3% 9.1 23.5% 8.7
carry out contract
D. Quality of the final
69.7% 9.5 66.1% 9.6 74.5% 9.6 58.8% 9.4
deliverables
E. Providing value added
22.7% 8.1 21.7% 8.2 25.5% 8.1 11.8% 7.8
services
F. Maintaining
44.1% 9.1 33.9% 9.0 56.4% 9.3 41.2% 9.3
timelines/deadlines
G. Budget/cost control 47.9% 9.1 39.3% 9.0 50.9% 9.3 58.8% 9.3
H. Having a vendor contact
30.8% 8.1 25.0% 8.1 38.2% 8.4 17.6% 7.8
for dispute resolution
N=various (see table)
QB1: In general, please indicate how important the following elements are for evaluating vendor performance?
Overall, respondents rank the quality of the final deliverables (69.7%) and effective communication
throughout the engagement (59.2%) as the most important elements for measuring vendor
performance, as measured through the top box score. Budget/cost control (47.9%), availability of
resources to carry out the contract (46.7%), quality of resources (45%) and maintaining
timelines/deadlines (44.1%) followed with similar overall average and top box scores. Having a vendor
contact for dispute resolution (30.8%) and providing value added services (22.7%) are considered to be
the least important elements for evaluating vendor performance.
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Figure 4.0.2 Vendor Performance Evaluation Rankings
Providers (Consultant)
Overall (n=126) Buyers (Clients) (n=54) Neither (n=17)
(n=55)
Rank Rank Rank Rank Rank Rank Rank Rank Rank Rank Rank Rank
1 2 3 1 2 3 1 2 3 1 2 3
A. Effective communication
26% 19% 14% 30% 20% 9% 18% 20% 17% 24% 19% 19%
throughout engagement
B. Quality of resources 9% 18% 11% 9% 25% 9% 11% 7% 9% 0% 13% 19%
C. Availability of resources
11% 8% 8% 7% 5% 11% 13% 9% 7% 12% 6% 6%
to carry out contract
D. Quality of the final
38% 23% 14% 43% 16% 18% 33% 26% 15% 41% 31% 6%
deliverables
E. Providing value added
2% 5% 8% 2% 11% 9% 2% 0% 6% 0% 0% 13%
services
F. Maintaining
3% 12% 25% 0% 9% 25% 4% 19% 26% 6% 6% 19%
timelines/deadlines
G. Budget/cost control 8% 13% 16% 4% 5% 18% 16% 19% 17% 12% 25% 6%
H. Having a vendor contact
3% 2% 1% 4% 4% 0% 0% 0% 0% 6% 0% 6%
for dispute resolution
I. Other, Specify 1% 2% 3% 0% 4% 0% 2% 0% 4% 0% 0% 6%
N=various (see table)
QB2: Please rank the three most important elements for evaluating vendor performance in general.
Respondents were asked to rank the three most important elements for evaluating vendor performance
in general. As with the top box scores, the quality of the final deliverables (38.3%) and effective
communication throughout the contract (25.8%) were ranked first by the greatest number of
respondents overall. The third most important first-ranked element was the availability of resources to
carry out the contract (10.8%). The quality of the final deliverables (22.7%) and effective communication
throughout the engagement (18.5%) were the most important second ranked elements, although the
quality of resources (17.6%), budget and cost control (13.4%) and maintaining timelines/deadlines
(11.8%) were still important to a considerable number of respondents overall. Maintaining
timelines/deadlines (25.2%) and budget/cost control (16.0%) were the most important third ranked
elements, while quality of the final deliverables (14.3%) and effective communication throughout the
contract (14.3%) were tied for the third most important third ranked elements.
In examining the overall results horizontally it can be concluded that while maintaining
timelines/deadlines and budget/cost control are important elements, they do not figure as prominently
in evaluating vendor performance as the quality of the final deliverables or effective communication
throughout the engagement. Moreover, the fact that maintaining timelines/deadlines and budget/cost
control have increasing importance from left to right across the ranks suggests that they figure
prominently as important elements regardless of communication and quality deliverables.
Comparing results across those who are providers, buyers and neither providers nor buyers of
management consulting services, it is clear that providers rank effective communication throughout the
engagement more highly than buyers. Providers are also more likely to rank the quality of resources as
an important element (2nd rank) relative to buyers, and to rank maintaining timelines/deadlines and
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budget/cost control as less important elements relative buyers. 59% of both buyers and providers rank
the quality of the final deliverables either first or second out of all performance elements.
5 IMPLICATIONS
This section contains findings on respondent preferences for how vendor performance measurement
systems should be used.
Figure 5.0.1 Performance Incentive Preferences
100%
90%
31%
80% 39%
45%
70% 56%
No - neither
60%
Yes - positive and
50% negative
50%
40% Yes - negative
51%
30% 45%
37% Yes - positive
20%
10% 13%
2% 6% 5%
6% 4% 6% 5%
0%
Provider Buyer Neither Total
(Consultant) (Client)
N=119
QD1: Should a vendor performance measurement system use positive and negative performance incentives? E.g. Bonuses and
/ or financial penalties.
Overall, respondents were divided as to whether vendor performance measurement systems should use
positive and negative performance incentives or not, with 45% stated that they should not be used and
equal proportion stating that both positive and negative performance incentives should be used. Buyers
and respondents who were neither providers or nor buyers were more likely to state that positive and
negative performance incentives should be used with 51% and 50% stating that they should be used.
56% of providers think that performance incentives should not be used and 37% of providers think that
both positive and negative performance incentives should be used. Much smaller proportions of
respondents overall thought that only negative (5%) or only positive (5%) performance incentives should
be used.
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Figure 5.0.2 Implications for Receiving Subsequent RFP’s and RFS’s
100%
13%
90% 24% 23%
25%
80%
70%
60%
50% No
88%
40% 76% 77% Yes
75%
30%
20%
10%
0%
Provider Buyer (Client) Neither Total
(Consultant)
N=119
QD2: Should a vendor performance measurement system be used to determine which vendors receive subsequent RFP’s and
RFS’s?
There were high levels of consensus that vendor performance measurement systems should be used to
determine which vendors receive subsequent RFP’s and RFS’s, with relatively equal proportions of
providers (75%) and buyers (76%) in agreement that this constitutes a good business practice.
Respondents who were neither providers nor buyers were more likely to state that vendor performance
measurement systems should be used to determine which vendors receive subsequent RFP’s and RFS’s
(88%).
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Figure 5.0.3 Probation for Vendors with a Poor Performance Record
100%
6%
14%
90% 19%
29%
80%
70%
60%
50% No
94%
86%
40% 81% Yes
71%
30%
20%
10%
0%
Provider Buyer (Client) Neither Total
(Consultant)
N=119
QD3: Should a vendor with a poor performance record be put on probation for a defined period of time?
Buyers and providers were more likely to be at odds over whether vendors with poor performance
records should be put on probation for a defined period of time, with 86% of buyers but only 71% of
providers in agreement that this constituted a good business practice. Respondents who were neither
providers nor buyers were more likely to state that vendors with a poor performance record should be
put on probation for a defined period of time, with 94% in agreement. Overall, approximately 4 in 5
(81%) of respondents were in agreement that probationary periods should be used to respond to poor
vendor performance.
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6 FAIRNESS
Figure 6.0.1 Preferences with Respect to Dispute Resolution
100% 4% 1% 3%
4%
90%
80%
42% 45% 44%
70% 50% Other
60% Client/Vendor meetings
50%
13% 15% Bring in third party
18%
8%
40%
Debriefing on evaluation
30% report
32% 31% Designated ombudsman
20% 29% 35%
10%
7% 8% 7%
0% 4%
Provider Buyer (Client) Neither Total
(Consultant)
N=239 (multiple response permitted)
QE1: What types of dispute resolution should be available?
Relatively similar responses were received from the respondent groups on the types of dispute
resolution that should be available. This was a multiple response question so percentages should be
viewed as the degree of agreement rather than as the percentage of those who agreed. Client/vendor
meetings (44% overall) and debriefings on the vendor evaluation report (31%) overall are seen as the
leading types of dispute resolution that should be available. Across the respondent groups relatively
similar proportions were in agreement that there should be a designated ombudsman in the client
organization. The respondent groups were most highly misaligned on whether a third party should be
brought in to facilitate, mediate and arbitrate in the event of a dispute between the provider and buyer
of management consulting services. 18% of providers thought that this type of dispute resolution should
be available as compared to 13% of buyers and just 8% of respondents who were neither providers nor
buyers.
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Figure 6.0.2 Additional Remarks
30%
23%
20%
20% 18%
16%
11%
10%
5% 5%
2%
0%
N=44
QG3: Is there anything else that you’d like to add in regards to vendor performance management?
At the end of the survey respondents were asked whether there was anything else that they’d like to
add in regards to vendor performance management. This question received a range of open-ended
remarks. 18% of respondents to this question stated that a standardized approach is needed across
sectors and fields with respect to the management of vendor performance. 20% of respondents
cautioned that vendor performance management can become resource intensive and/or bureaucratic if
improperly designed and implemented. 16% also cautioned that an unbiased approach is needed so that
vendor performance evaluations are a fair and effective management tool. 11% of respondents to this
question stated that vendor performance management is needed as a business practice for relationship
building. 5% of respondents suggested that training is needed for users of any given vendor
performance management system, and a similar proportion (though presumably of providers) suggested
that buyers also need to be managed. 2% also cautioned that the public and private sectors are different
and that an approach used in one sector may not necessarily be effective in another.
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7 SUMMARY AND CONCLUSIONS
7.1 Key Elements
As previously mentioned, the research for this project included interviews and a literature review in
addition to the survey research. These supplementary activities provided data that is useful for
informing, validating and confirming the survey findings contained in the report. While clear direction is
provided by the majority of the survey findings, this summary and the following conclusions also draw
upon that supplementary material.
Respondents are in agreement that the management of vendor performance is an important activity for
measuring, evaluating and improving the performance of vendors. Any vendor performance
management system will include not only the tools with which vendor performance can be measured,
but the processes and knowledge with which such measurements can be integrated into the operations
and business practices of an organization. The fact that only a quarter of buyers represented in the
survey have a vendor performance management policy represents an opportunity for the development
of vendor performance management systems.
Existing performance managements systems characteristically utilize performance contractual clauses
for managing vendor performance. Such clauses are used as a framework against which performance
can be measured. Approximately two-thirds of companies and organizations with existing performance
management policies utilize both positive and negative performance incentives, suggesting that
performance incentives (both positive and negative) are a best practice in terms of managing vendor
performance. Forms, templates, progress meetings and performance documentation are the most
commonly utilized tools and resources. It should be noted, however, that other survey findings and the
interviews have cautioned that user guides and manuals (and system training) ought to be considered
part of an effective vendor performance management system.
Among companies and organizations with existing vendor performance management systems, poor
contract performance, budget thresholds and complex projects were generally the most prevalent
vendor evaluation triggers. While Providers and Buyers are generally in agreement that vendor
performance should be used uniformly on every project, those who suggested that vendor performance
evaluations should not be utilized on every project were most likely to state that poor vendor
performance should the evaluation trigger. This finding suggests that vendor performance evaluations
could become punitive in the absence of a uniform trigger system. Indeed, in our review of the
literature, vendor performance programs generally used a complaint based system in which clients only
complete such forms if they have a negative experience and wish to submit a complaint. Informants
noted that performance evaluations should be ongoing because performance cannot be improved at the
end of the contract. Mid-contract evaluations were also seen as opportunities for the vendor to ‘make
good’ on their contractual obligations. Indeed, respondents were most likely to state that vendor
performance should be evaluated at the completion of each stage or phase of the project.
The current study identified a mean value of $379,844.00 as the average value of respondent’s contracts
for which performance evaluations were completed. Since budget thresholds are a more objective
trigger mechanism than poor performance, a figure for vendor performance evaluation systems that are
triggered by a budget threshold ought to be considered. In reviewing the literature many broader public
sector organizations utilize budget thresholds in order to determine which procurement opportunities
ought to be made publicly available to all suppliers. The Agreement on Internal Trade (AIT) for instance,
utilizes a figure of $100,000 as the threshold for goods and services procurement opportunities which
must be made available on an electronic tendering system readily accessible by all suppliers across
Canada. Given the need to automate vendor performance measurement systems and in the interests of
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developing synergies between the current initiative and public sector regulations a budget threshold of
$100,000 is similarly recommended as the trigger for vendor performance evaluations in the
management consulting sector.
Respondents are generally in agreement that a vendor performance evaluation should take, on average,
approximately 30 minutes to complete. Respondents were more divided on the scales used to measure
performance, with many (52%) suggesting that an expectation scale ought to be used. Nevertheless,
qualitative comments and data from the interviews suggested that an expectation based scale will not
capture differences between vendors because of the central tendency (i.e. most vendors will ‘meet
expectations’). A number of qualitative comments and data from the interviews suggested that a
numeric scale (i.e. 1-4) would be best in order to avoid that central tendency. Indeed, a Vendor
Performance Tracking Report produced by the State of Florida myMarketPlace demonstrates (Appendix
A Figure 9.0.1) that approximately two thirds of all vendors fall between 2.81 and 3.20 on the five point
scale used by that jurisdiction. A greater dispersion and avoidance of the central tendency would be the
main benefits of a four point numeric scale.
Also reoccurring throughout jurisdictions is the use of a numeric rating scale to evaluate vendor
performance. For instance, the Department of Housing (2006) in Atlanta, Georgia uses a numeric rating
performance scale from 0-4 (0 representing unsatisfactory performance and 4 referring to excellent
performance) including a “N/A” option. Each numeric rating is defined in a legend describing the levels
of performance. The same technique is used by (MyFloridaMarketPlace.com, 2005) (Government of
Tasmania, 2001), and the (Ontario Realty Corporation, 2010) who uses a numeric scorecard and
scorecard guide to obtain a Vendor Performance Rating score.
There were some clear findings regarding the performance elements of the vendor performance
management system. Quality of the final deliverables and effective communication throughout the
engagement were identified as priorities, suggesting that these two elements should contain the most
‘attributes’ or question dimensions in order to address the importance of these elements with respect
to vendor performance. Budget/cost control, availability of resources to carry out the contract, quality
of resources, and maintaining deadlines/timelines are also important elements. Value added services
and having a vendor contact for dispute resolutions were considered the least important elements.
Regardless of the specific elements, the performance criteria should always be disclosed, in advance, to
vendors and the performance criteria must be simple and easily applied (Kestenbaum & Straight, 1995).
Informants also noted that performance management systems require clear definitions of each score
item.
Informants noted during the interviews that the recognition of need for expertise that is not available in
house was generally the instigation for the procurement of management consulting contracts. It is
generally thought that the ‘misunderstandings’ that may lead to performance issues generally begin
with the development of a scope of work. Because the scope of work is used to define client
expectations, the main source of problems are generally introduced at the end of the contract when the
budget has been used up. It is at this point that clients may recognize a gap between their expectations
and the consultant’s deliverables when there is no time or money to rectify the performance issue. A
high rating in the current survey for “effective communication throughout the engagement” suggests
that the gap between client expectations and consultant’s deliverables may be addressed through the
management of client expectations through effective communication. One informant noted,
additionally, that management consultants often function with a vague scope of work. This issue also
highlights the importance of communication for defining service, work and deliverable parameters.
Within this context (and particularly when clients have not defined their need) there may be an
opportunity to introduce performance criteria associated with innovation and creativity with respect to
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how the consultant produces the desired outcome. The emphasis here, again, is on the quality of the
final deliverables.
The overarching performance criteria among vendor performance programs reviewed in the literature
tend to concern the quality of performance, partnership between client and vendor, delivery of services,
and cost. For example, (Ontario Realty Corporation, 2010) utilizes a performance scorecard in which
vendors are rated on a scale of 1-5 based on quality, partnership, and value for money. A similar
scorecard is used by (The Department of Housing, 2006) in Georgia, which rates vendors based on
satisfaction, quality, business relations and timeliness. Of all performance measures, quality of service is
the most difficult to evaluate according to (Kestenbaum & Straight, 1995) and it is the factor that
generally receives the most weighting overall (Stueland, 2004). An analysis of the consequences of
contract administration problems for contracted services revealed that poor performance was the
leading cause of contract delays of more than 10 days (18.4%), and a leading cause for contract
termination (17.7%) amongst causes including such contract administration problems as wrong
products, delays, definitions of acceptance, change orders, conflicts, risks, subcontracts and costs
(Davison, B and Sebastian, R.J, 2009). Poor performance was revealed to be the third leading cause of
contract delays of less than 10 days (16.7%), and the leading cause of contract termination (13.8%) for
professional services contracts (Davison, B and Sebastian, R.J, 2009).
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Figure 7.1.2 Performance Incentive Preferences by Sector
100%
90%
80% 40%
45%
70% 56%
60%
No - neither
50% Yes - positive and negative
40% Yes - negative
48%
Yes - positive
30% 53%
38%
20%
10% 3%
3% 9%
0% 4% 3%
0%
GOVERNMENT INSTITUTION PRIVATE
COMPANY
N=240 (multiple responses permitted)
QD1: Should a vendor performance measurement system use positive and negative performance incentives? E.g. Bonuses and
/ or financial penalties?
Because respondents were equally divided (i.e. 45% / 45%) as to whether a vendor performance
management system ought to include or not include performance incentives, the researchers examined
the question against categories formed by aggregating the respondent sectors together. In this context,
respondents who worked in government sectors (municipal, provincial, federal and the broader public
sector) were more likely to suggest that vendor performance measurement systems should not use
positive and negative performance incentives (56%) than those respondents in the institutional
(academic, school board, health care; 45%) and private company (40%) sectors. However, respondents
are generally in agreement that a vendor performance management system should be integrated into
procurement operations so as to determine which vendors receive or do not receive subsequent RFP’s
and RFS’s. There were also high levels of agreement that vendors with a poor performance record
should be put on probation for a defined period of time.
Respondents are in agreement that client/vendor meetings and debriefings on the vendor evaluation
report ought to be available as dispute resolution techniques. Providers are more likely to seek third
party involvement, while smaller numbers are in agreement that there should be a designated
ombudsman in the client organization for dispute resolution purposes.
7.2 Design Considerations
Qualitative comments received through the survey and interviews suggest that vendor performance
ought to be measured against clauses in the contract. Generally these clauses are provided with
tender/RFP/RFS packages to prospective vendors. An informant revealed, for instance, that “a proactive
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approach to vendor performance is required. Essentially, it needs to be disclosed that the successful
bidder will be subject to a performance evaluation in the bid documents, along with a disclosure of the
tools that will be available to the client in assessing the vendor. And then, a consistent application of the
proper contract administration functions is important through-out the life of the project.” Comments
received, however, indicate that publicly available performance policies are not a best practice with
respect to management consulting services, and very few companies or organizations represented in the
survey have publicly available performance policies (via the internet) . However, the integration of
performance policies with evaluation processes and metrics into service agreements, as mentioned
above, is a widespread best practice.
The majority of programs reviewed in the literature, including (Ontario Realty Corporation, 2010), (The
Department of Housing, 2006), (MyFloridaMarketPlace.com, 2005), and (Ministry of Transportation
(MTO), 2007), utilize a performance scorecard and scoring guide, a performance rating system, and a
weighting technique. The scorecard is used by clients to evaluate a vendor’s performance by applying
evaluation criteria that are aligned with the various performance components. The scoring guide assists
clients with completing the scorecard by outlining the criteria used to evaluate such performance
components. Benchmarking techniques are also used as tools to assign weighting to performance
components. Weighting is a common measurement technique used to evaluate the importance of each
performance criterion relative to one another in order to provide vendors with a total score. The
weighting scales include percentage per criterion and numerical values (Stueland, 2004).
Other comments point to the existence of other performance measurement tools and resources such as
the Better Business Bureau, financial stability, level of responsiveness to bid invitations, project team
member skills, safety records, and references as components of an overall vendor performance
management system. It is not clear on the basis of these comments whether these tools and resources
are formally or only informally part of the vendor performance management systems at play within the
respondent companies and organizations.
There are several options with respect to the use and implications of various metrics and measurement
systems. The (Ontario Realty Corporation, 2010), for example, uses the average of all a particular
Vendor’s scorecards over a three year period to derive their Vendor Performance Rating (VPR). The VPR
can be applied in a Request for Qualification, Tender, Proposal, or services (Ontario Realty Corporation,
2010). (Ministry of Transportation (MTO), 2007) employs a similar approach to their Consultant
Performance and Selection System (CPSS) by measuring past performance through a Corporate
Performance Rating (CPR), which is the weighted average of the consultant’s appraisals over three-
years. Informants also expressed the view that performance management systems ought to include the
capacity to reflect trends.
(Office of the Procurement Ombudsman, 2010) found in their study of vendor performance that a few
organizations, such as: Public Works and Government Services Canada - Real Property Branch (PWGSC –
RPB) and the National Capital Commission (NCC), use key performance indicators (KPI’s) as measures of
vendor performance. They define a KPI as “a key measure of performance for a specific activity that is
pre-identified by the organization, and is used for determining the success of the vendor in meeting its
contractual obligations” (Office of the Procurement Ombudsman, 2010, p. 9).
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7.3 Discussion Points
DISCUSSION POINT ONE: CMC-Ontario should assist the Ministry of Government Services Supply Chain
Management Division in developing a vendor performance management system which can be used by
the broader public sector and its suppliers, including buyers (clients) represented in the current report.
75% of buyers represented in the current report do not have an existing vendor performance
management system and 92% of respondents in the current survey agree that the management of
vendor performance is an important activity for measuring, evaluating and improving the performance
of vendors. In the words of one informant, a standardized approach to measurement of vendor
performance is long overdue.
DISCUSSION POINT TWO: The vendor performance measurement system ought to be utilize
performance contractual clauses that are made available to vendors within the bid documents.
DISCUSSION POINT THREE: Given the opportunity to develop the vendor performance measurement
system for the broader public sector, it ought not to include positive and negative performance
incentives. Instead, vendors with a poor performance record ought to be put on probation for a defined
period of time. The vendor performance management system also ought to be used to determine which
vendors receive or do not receive subsequent RFP’s.
DISCUSSION POINT FOUR: Vendor evaluations ought to be triggered by contract values in excess of
$100,000, and ought to be undertaken at the completion of each stage or phase of the project. This will
mitigate against punitive evaluations and will place the emphasis on continuous improvement.
DISCUSSION POINT FIVE: The vendor performance evaluation systems should be designed in such a way
that individual vendor evaluations take approximately 30 minutes to complete. Vendor evaluation
reports ought to use a numeric four point scale for measuring performance in order to avoid the ‘central
tendency.’
DISCUSSION POINT SIX: “The quality of the final deliverables” and “effective communication throughout
the contract” ought to include the most attributes or question dimensions in the evaluation form in
order to reflect the importance of these performance elements.
DISCUSSION POINT SEVEN: Vendors and clients ought to have recourse to client/vendor meetings and
debriefings on the vendor evaluation report as dispute resolution techniques. Evaluators ought to be
trained on the use of the vendor performance management system, and evaluations ought to be signed.
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7.4 Implementation Considerations
In the open-ended comments, respondents noted that various personnel were responsible to
undertaking vendor performance evaluations at companies and organizations with existing vendor
performance management policies for outside consultants. The responsibility resided with project
managers, procurement/purchasing, business services, corporate managers and even presidents at
those companies and organizations with existing performance management policies. Informants noted
that vendor performance management evaluations should be a business practice or “collaborative tool
which will form the basis of conversation on how to improve both the vendor and the organization’s
ability to manage the particular contract.” Informants envisioned a system where business and finance
arms, as well as procurement and the procuring department would have access to and retain custody of
performance evaluations. One informant noted that performance evaluations should be signed.
Respondents in both the interviews and surveys noted that any personnel involved with undertaking
vendor performance evaluations should be trained on how the system works at all levels. Respondents
cautioned that personnel should be aware of the implications of their vendor evaluations and of how
evaluation results are used within various areas of the company or organization. Personnel should also
be trained on the use of all performance management tools and resources to ensure a consistent
application from one project to the next. Likewise, vendors ought to be aware of the performance
metrics and schedule as well as the resources that are available to them and be made aware of such
resources through clauses in their formal contract. According to informants, training should focus on
and emphasize the need for consistency with respect to both use and application.
Although corrective action measures are not well documented in the literature, (Ministry of
Transportation (MTO), 2007) states that infraction reports are only issued for serious contract breaches
such as: failure to comply with the terms and conditions of such agreement, failure to provide adequate
organization, co-operation, personnel or equipment, failure to comply with standards and legislations,
and delayed delivery/failure to complete project in a timely manner. (Stueland, 2004) suggests that in
order for a vendor performance program to be successful, a vendor performance policy must be in
place, enforced, and available publicly.
The (Ontario Realty Corporation, 2010) and the (Government of Tasmania, 2001) state that if a Vendor
Management Program is to be effective, the program must be standardized, streamlined, and consistent
and it is fundamental to the process that the information be timely, accurate, and a true reflection of
performance. The (Office of the Procurement Ombudsman, 2010) also states that the use of
automated systems is a best practice among many organizations, such as DCC and the Government of
Newfoundland and Labrador. The use of an automated system makes it manageable to control vendor
performance, as many organizations deal with a large number of contracts at any given time (Office of
the Procurement Ombudsman, 2010). Very few companies and organizations with existing
performance measurement systems represented in the current survey had automated forms (11%) or
automated templates (18%) for conducting vendor evaluations.
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8 BIBLIOGRAPHY
Aberdeen Group, Inc. (2002). The Supplier Performance Measurement Benchmarking Report: Measuring
Supply Chain Success. iSource.
Government of Tasmania. (2001). Performance Reports for Prequalified Contractors and Consultants.
Retrieved from The Government Purchasing Information Gateway:
http://www.purchasing.tas.gov.au/buyingforgovernment/getpage.jsp?uid=4C1F9B61B1F4F980C
A256C9400148B03
Kestenbaum, M. I., & Straight, R. L. (1995). Procurement Performance: Measuring Quality, Effectiveness,
and Efficiency. In Public Productivity & Management Review (pp. 200-215). Armonk: M.E.
Sharpe. Inc.
Ministry of Transportation (MTO). (2007, October). RAQS Consultant: Consultant Performance &
Selection System (CPSS). Retrieved from Ministry of Transportation:
https://www.raqsa.mto.gov.on.ca/login/raqs.nsf/english/Text/RAQSPages/B.+Consultant+Headi
ng+-+F.+Consultant+Performance+and+Selection+System+(CPSS)?OpenDocument
MyFloridaMarketPlace.com. (2005). Contract Administrators' Meeting. Tallahassee: State of Florida.
MyFloridaMarketPlace.com. (2011, April). 04_01_2011 vendor performance tracking report. Retrieved
from Department of management services - state of florida:
http://www.dms.myflorida.com/business_operations/state_purchasing/vendor_information/ve
ndor_performance_tracking_vpt/vpt_tracking_reports/04_01_2011_vendor_performance_trac
king_report.pdf
Office of the Procurement Ombudsman. (2010). study on a management approach to vendor
performance. In Chapter 6: Procurement practices review (pp. 9-14). Ottawa: Office of the
Procurement Ombudsman.
Ontario Realty Corporation. (2010, June 2). Vendor Performance Program. Retrieved from Ontario Realty
Corporation: http://www.ontariorealty.ca/Doing-Business-With-Us/Strategic-Sourcing----Bid-
Opportunities/Vendor-Performance-Program.htm
Shirouyehzad, H. (2011, April). Efficiency and ranking measurement of vendors by data envelopment
analysis. International Business Research, 4(2), 137-146.
Stueland, V. J. (2004). Suppliers evaluations best practices and creating or imporving your own
evaluation. ISM's 89th annual international supply management conference. San Antonio: Wells
Fargo Services Company.
Survey Analytics. (2011). Vendor performance management. Retrieved from Survey Analytics enterprise
research platform: http://www.surveyanalytics.com/
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The Department of Housing. (2006). Improving vendor performance: Vendor performance reports in
contract administration. Georgia: Georgia Institute of Technology.
Weber, C. A. (1996). A data envelope analysis approach to measuring vendor performance. Supply Chain
Management, 1(1), 28-39.
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9 APPENDIX A
Figure 9.0.1 The Central Tendency
Overall Rating
70% 66%
60%
50%
40%
31%
30% Overall Rating
20%
10% 3%
0%
>= 1.00 to <= 2.80 >= 2.81 to <= 3.20 >= 3.21 to <= 5.00
N= 5105
Source: State of Florida myMarketPlace Vendor Performance Tracking Report
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Figure 9.0.2 Consequences of Contract Administration Problems for Contracted Services
Contract Contract Increased Increased
Delay < 10 Dely > 10 Contract Contract Contract
No Effect days days Cost < 10% Cost > 10% Termination
Percent Percent Percent Percent Percent Percent
Contract Administration Problem
Wrong Product 48.8% 23.1% 7.9% 8.7% 4.1% 7.4%
Delays 30.8% 29.7% 18.1% 10.9% 4.7% 5.8%
Definition of Acceptance 38.7% 22.7% 16.4% 9.8% 5.5% 7.0%
Change Order 31.8% 17.8% 12.5% 20.8% 10.6% 6.4%
Conflict 31.3% 25.7% 17.3% 8.1% 7.7% 9.9%
Other Sources 48.5% 17.0% 12.4% 11.2% 7.9% 2.9%
Poor Performance 26.7% 18.1% 18.4% 10.8% 8.3% 17.7%
Risk of Failure/Termination 33.0% 21.9% 13.0% 8.9% 8.1% 15.2%
Subcontractors 41.5% 19.0% 11.7% 12.5% 8.1% 7.3%
Costs 29.2% 14.4% 12.5% 22.9% 12.2% 8.9%
Consequences 35.6% 21.0% 14.2% 12.5% 7.8% 9.0%
N= 2228
Source: Davison, B and Sebastian, R.J. An Analysis of the Consequences of Contract Adminstration Problems for Contract Types; 2009.
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Figure 9.0.2 Consequences of Contract Administration Problems for Professional Services
Contract Contract Increased Increased
Delay < 10 Dely > 10 Contract Contract Contract
No Effect days days Cost < 10% Cost > 10% Termination
Percent Percent Percent Percent Percent Percent
Contract Administration Problem
Wrong Product 56.9% 14.4% 13.0% 5.1% 6.5% 4.2%
Delays 26.3% 17.6% 27.8% 13.7% 11.8% 2.7%
Definition of Acceptance 41.9% 15.7% 18.3% 10.9% 9.2% 3.9%
Change Order 26.0% 12.7% 17.9% 19.5% 20.7% 3.3%
Conflict 31.0% 18.4% 21.5% 10.0% 12.6% 6.5%
Other Sources 52.7% 14.5% 11.4% 10.0% 7.7% 3.6%
Poor Performance 27.9% 16.7% 19.7% 13.4% 8.6% 13.8%
Risk of Failure/Termination 35.7% 15.3% 17.6% 10.6% 8.2% 12.5%
Subcontractors 41.5% 14.1% 14.5% 11.2% 9.1% 9.5%
Costs 25.4% 13.6% 14.3% 21.3% 17.6% 7.7%
Consequences 35.8% 15.3% 17.8% 12.8% 11.4% 6.9%
N= 2264
Source: Davison, B and Sebastian, R.J. An Analysis of the Consequences of Contract Adminstration Problems for Contract Types; 2009.
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