Організації стають дедалі більш залежними від своїх зовнішніх постачальників. Проте, покладання на постачальників стає все більш ризикованим, особливо в теперішніх економічних обставинах.
Gartner виділяє 4 основних сфери ризику і рекомендує, на що слід звертати увагу в кожній з цих сфер. Деталі - нижче (англійською).
Gartner Says Vendor Risk Management Is Becoming a Core Enterprise Competency - Gartner Identifies Four Key Vendor Risk Criteria Areas and What to Look for in Each
Stamford, Conn., June 11, 2009 – Organisations are becoming more reliant on external vendors to provide goods and services necessary to run their businesses and maintain competitiveness, but reliance on vendors can be a risky proposition, especially with the current economic challenges, according to Gartner, Inc.
"As organisations increase reliance on vendors for products and services, the more they become exposed to greater risk relating to delivery disruption or vendors' inability to deliver the goods and services for which they are contracted," said Helen Huntley, research vice president at Gartner. "It is crucial for organisations that use external vendors to understand the risk factors that enable them to judge the exposure they have with each vendor should the vendor go under or face challenges that may lead to delivery disruption."
Ms Huntley said that vendor risk management is becoming a core competency for organisations, and they should ensure that they have a contingency plan in place to support their business should the worst happen and the vendor supporting their mission-critical systems fails them. However, organisations are advised to categorise vendors before assessing vendor risk, because not all vendors are the same. Some vendors may be categorised as tactical — those that are small in cost and exposure or operate in a commodity environment. Other vendors should be classed as strategic, because the organisation has a high dependence on them, has high spending, and plans to increase business with the vendor over time.
Gartner has identified four high-level vendor risk criteria areas that organisations should monitor for any indications that a vendor may be in trouble:
Organisational Risk
Organisational risk focuses on changes in personnel within the vendor organisation. Changes in staff, especially at senior levels in the organisation, can indicate vendor difficulties. The following events can be indicators of potential trouble:
· Management turnover, especially at senior levels in the organisation and most notably the CFO
· President, CEO and chairperson of the board are the same individual or are related
· Large layoffs of vendor staff
· Routine rounds of staff reductions
· High employee turnover, and higher-than-normal sales executive turnover
· Senior executives selling off stock
· Significant increase in executives taking on multiple roles as others depart
· No outside board members
· Ties severed with partner firms
Financial Risk
Financial risk is risk associated with any form of financing or financial reporting. The following financial metrics or actions should be monitored for patterns, as no sign on its own is likely to be significant:
· Stock-price-related metrics
· Vendor credit rating
· Restatement of financials by filing a 10-K or other regulatory change form
· Declaration of bankruptcy
· Late filings
· Current ratio, debt-to-equity ratio
· Net income growth rate and cash flow
· Return on equity, return on investment, return on assets
· Cash in bank
· Vendor's inability to obtain financing or negotiate a loan to continue business
· Days sales outstanding
Support Risk
Support risk focuses on the risks that clients face when products or services are no longer supported or delivered to the standards outlined in the contract or set by vendors overall. Things to look for include:
· Layoffs of personnel critical to your business
· Decline in service-level performance and vendor's failure to meet service levels
· Decline in customer service and level of resources, lower skills and lack of support
· Customer turnover
· Product failures, spare shortages and lack of support for products
· Product deficiency
Strategy Risk
Strategy risk is focused on changes to a high-level set of directives that vendors use to articulate how they will achieve their missions. Abrupt changes to strategy could indicate vendor challenges, such as lack of alignment, financial difficulties or an overall weak vision. The following should be followed closely:
· Changes in sales and marketing approach, size and type of deals the vendor is targeting, strategic investments, product strategy, geographic strategy, vertical strategy or industry focus
· Arrival of new competitions that threaten the strategic basis of the vendor's business
Additional information is available in the Gartner report "Vendor Risk Management: Criteria You Can Use to See Whether Your Vendor is in Trouble." The report is available on Gartner's website at http://www.gartner.com/DisplayDocument?ref=g_search&id=943512&subref=sim....
Ms Huntley will discuss the impacts and risks of renegotiations at the Gartner Outsourcing & IT Services Summit 2009 held in London, 15-16 June. The Summit provides a comprehensive view of the entire outsourcing market — infrastructure, application and business process outsourcing, global delivery, and the use of offshore providers, as well as issues and trends about new delivery models, such as SaaS. For complete event details on these events, please visit: www.europe.gartner.com/outsourcing. Members of the media can register for the Summit by contacting Laurence Goasduff on + 44 (0) 1784 267 195 or at laurence.goasduff at gartner.com
About Gartner
Gartner, Inc. (NYSE: IT) is the world's leading information technology research and advisory company. Gartner delivers the technology-related insight necessary for its clients to make the right decisions, every day. From CIOs and senior IT leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to technology investors, Gartner is the indispensable partner to 60,000 clients in 10,000 distinct organizations. Through the resources of Gartner Research, Gartner Executive Programs, Gartner Consulting and Gartner Events, Gartner works with every client to research, analyze and interpret the business of IT within the context of their individual role. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, U.S.A., and has 4,000 associates, including 1,200 research analysts and consultants in 80 countries. For more information, visit www.gartner.com.
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