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Danforth Intl Presentation

  1. Who We Are What We Are What We Do How We Do It Why We Do It
  2. Who We Are Danforth International LLC., is an independent global consulting entity, created by aligning over 20 years of Vendor Management/Sourcing, Relationship/Project Management, Operations, Strategy, IT Management skills and experience. We seek to help clients realize the intended value of outsourcing arrangements through the development of an effective vendor management program. Our program will control cost, drive service excellence and mitigate risk to gain increased value from each vendor throughout the contract life cycle. Ken Danforth, President/Chief Consultant has been firmly entrenched with domestic and international fortune 500 companies throughout career (IBM, CIGNA, AT&T, KPMG, HBO & Co.,) Ken received his BS degree in Business and Financial Management from Clemson University.
  3. What We Are We are a service operation that assist organizations in effectively managing vendor performance, relationship, cost and contracts. • Client Focused We organize our processes and network to specifically meet the business outcomes and performance needs of each client. • Experienced We bring expertise, knowledge, cost savings and a continual improvement mindset to keep our services aligned with our client’s changing business conditions. • Practical We focus on performance measurements and strong working relationships to keep your outsourced relationships robust.
  4. What We Do • Strategize and Plan Define the structure, roles/responsibilities and resources to support long-term vendor management. This ensures that sourcing decisions and vendor management practices align with business needs and integrate with other strategic IT and business plans. • Assess Current State Review vendor acquisition and disposition processes, outsourcing contracts, SLAs, performance metrics, scorecards, and assessments to identify improvements for a more effective, efficient and consistent vendor management. • Assess Competencies Review and develop optimal strategy, operations and processes to support the vendor life cycle (from acquisition to disposition), contract management, relationship management, performance management and risk management. • Operate and Evolve Use assessment and industry data to track vendor management operations and success. Adjust the discipline approach based on operational results, enterprise risk related to using vendors, changing business needs and evolving product/service vendors.
  5. How We Do It We bring a number of important advantages to client engagements: • Performance Management • Relationship Management • Cost Management • Contract Management We deliver results, not reports. To that end, we work collaboratively with clients and vendors to create and implement practical solutions while delivering real value within our business relationships
  6. Planning Governance Business Unit Liaisons Communications & Forums Escalation Management Issue Tracking Contract Compliance Amendments / Renegotiations Benchmarking Document Management Policies & Procedures Invoice Verification Charge Back Receipt of Service Service Consumption Analysis Cost Effective Measures Budget & Forecasting Relationship Management Performance Management Cost Management Contract Management Right Work, Done Right Validate and Manage Costs Satisfaction, Direction Setting Ensure Compliance Vendor Management Strategy Service Delivery Requirements Service Level Reviews Problem Management Tools Conflict Resolution Work Prioritization Components of Value
  7. Why We Do It Whether the challenge is to: • Reduce cost • Measure performance • Negotiate contracts effectively • Assist in vendor selection • Improve their risk profile Our clients have confidence that we will make a real impact on their bottom line.
  8. Why You Need Us Problem • Lack of experienced resources • Cost of resources • Contracts left open to interpretations • Lack of oversight, resulting in rise in cost of solutions Solution • Create a cost management approach (evaluate, control, efficiency, maintenance) • One-on-One (Liaison) • Custom framework approach (implement vendor management strategy)
  9. Part II The Vendor Management Framework A More Detailed View
  10. Steps to Identify, Validate & Operationalize Framework Components Transition Support • Defines the desired organization capability and scope of vendor management activities • Input from all users • Each element will be designed and tailored based on the specific requirements defined in the strategic vision • Each element is documented to facilitate the validation, roll out and ongoing execution of the framework Design and Documentation • Key users will be provided the opportunity to validate and vet the framework to confirm that their specific requirements have been addressed • Validation will support execution of roll-out plans, while creating improved awareness Validation and Implementation Develop the Strategic Vision Reporting and Continuous Improvement • Implementation activities may include change management and communications, process, reengineering, progress reporting as well as system requirement definition and selection
  11. Vendor Management Strategy Vendor Management Policy Governance Process and Controls Roles and Responsibilities Performance Reporting Enabling Technology Elements of Vendor Management Framework
  12. Vendor Management Strategy Establishes the context, strategy, objectives and guiding principles upon which the framework is based Vendor Management Strategy
  13. Vendor Management Policy Defines the expectations and policy requirements of the framework Vendor Management Policy Governance Articulates organizational structures and reporting lines for the day-to-day execution and management of vendor management activities Governance Process and Controls Process and Controls Describes the activities through which policies will be applied, defining process flows, accountabilities and activities to ensure that vendor management activities are conducted in a consistent manner. Identifies critical vendor management risk and controls for managing these risks
  14. Roles and Responsibilities Communicates the specific roles and responsibilities of all stakeholders involved in the vendor management lifecycle Roles and Responsibilities Performance Reporting Performance Reporting Defines the reporting standards, tools and templates to be used to monitor a vendor’s performance and ongoing viability, identifying emerging vendor specific risks and enforce vendor management activities Enabling Technology Outlines the systems and infrastructures required to enable vendor management processes, including reporting, that are compliant with the framework and policies Enabling Technology
  15. Measurable Strategic Value Formalizing practices to measure and mange vendor performance through targeted policies, controls, processes accountabilities and governance structures. Define the interaction points between the vendor and the organization throughout the vendor management lifecycle. Proactively manage and mitigate vendor specific risks. Providing insight on the spend and performance of vendors. Reduce contract non-compliance and associated cost and effort. Avoid overpayment and/or under delivery. Better positioning the organization in on-going vendor negotiations to increase value. Engage key vendors for input and support into long-term strategic planning.
  16. Building a strategic Vendor Management Program “Collaboration is no longer an option… it is now a fundamental strategy…” “you cannot be successful with any type of sourcing transaction without good communications…”
  17. Ken Danforth, Chief Consultant e-mail questions to: visit:
  18. Thank You