Establishing a vendor management office (VMO) is the first step. But if the program will be a success in the long run, it’s essential to mature your vendor management process – and to keep maturing it until it is right-sized for your organization and your vendors.
A vendor management office will only succeed if you can keep the momentum going. Early buy-in is important, but it will fade quickly if you’re not able to demonstrate value.
Navigating between internal stakeholders and vendors is a careful balance. Managing the needs of internal stakeholders and the interests of your vendors requires a special set of soft skills that can be difficult to identify.
Different vendors require different management styles. Some vendors will necessitate – and even benefit – from an Agile approach. Others will not. Being able to tell the difference is a crucial task for a mature and successful VMO.
- Our program teaches you to build relationships with your vendors that are true partnerships based on trust and understanding.
- Our approach to vendor management maturity will take your VMO to the next level, aligning their business’ success with yours.
- Our program makes vendor management maturity practical and tactical. We start with problems, not ideas. We map out processes to find weakness and then identify the opportunities to improve.
- Our program will teach you to identify the skillsets needed to mature your VMO in a way that demonstrates real value for your organization.
- Our program helps you prioritize different management styles for different vendors.
Talk to our analyst about this research
Be recognized for your expertise! Participate in an expert interview with one of our analysts and we will acknowledge your contribution in an upcoming publication.
Each interview lasts approximately 30 minutes to 1 hour and provides you with the opportunity to share your best practices, opinions, tools or templates with your peers.