Many organizations outsource ICT on the basis of performance contracts. But how do you do this in a way that maximally fits your organizational goals, now and in the future? And how do you guarantee that the contract will remain manageable even after it has been concluded? Supply Value has summarized a large number of best practices in this area for you in the IT Value Sourcing Model.

As a procurement consultancy, Supply Value has concluded many hundreds of millions of euros in ICT performance contracts with suppliers on behalf of its customers. Within these projects, Supply Value uses different models from practice and science. Think about ITL, ASL, BISL, ISO 27001/2, ISO 25010, but also on Best Value Procurement, System-oriented Contract Control, PRINCE2, LEAN, Six Sigma. In addition, we have done a lot of research in recent years into success factors in performance procurement and best value procurement projects in the ICT sector. The lessons from these different sources have been structurally incorporated into the IT Value Sourcing model since 2013.

A balanced objective as a starting point

The IT Value Sourcing Model is aimed at establishing a balanced target for your tender. This allows you to realize maximum value for your organization. For this we use the balanced score card and we ensure that the target of the outsourcing is in line with the organization's objectives, strategy and that from the customer, internal process, financial and learning & growth perspective, the service is looked at.

Structured mapping of the preconditions

For the mapping of the preconditions we use a Supply Value adapted version of the DYA dynamic architecture model. Based on the different viewing angles of this model, we present the current situation, bottlenecks and preconditions. In doing so, we pay specific attention to the interfaces with the environment.

The model has the following dimensions:

Primary;

• Business: which business processes are in scope, which functional and non functional preconditions we set there (COPAFIJTH, PEST) and which business interfaces are there;

• Information: which information is processed, which information interfaces are there and how do we integrate with them;

• Technology: which technology is used, with which technology must the solution integrate.

Secondary:

• Management: how are we going to manage the business, information and technology;

• Security: what preconditions do we impose from security.

Tertiary:

• Transition / implementation: preconditions in the area of implementation;

• Going concern: preconditions at the going concern phase;

• Retransition / exit: preconditions regarding the exit.

Would you like to know more about how we can help you to conclude a performance contract with your suppliers? Contact us and we will be pleased to discuss the options with you without obligation.