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2        一般信息

2.1        目的和描述
  

供应商管理通过建立发包战略的通用方法并管理供应商关系，并通过对有效和计划中的供应商合同和服务维护控制的单一点，来确保有效地使用第三方服务。


供应商管理实践使组织能够定义使用供应商和合作伙伴的服务的策略，评估和选择供应商，并确保所消费的服务达到或超过商定的服务水平，所消费的服务的成本是最佳的，并且相关的风险是被理解和控制。


发包战略应支持整个组织的战略，并定义应在内部创建和管理组织的哪些资源，以及可以从第三方获得和/或由第三方管理的资源，以及在多大程度上进行管理。它还应定义管理第三方服务的总体方法；它又可以保留或委托给密钥供应商或专门的服务集成。发包战略中定义的策略和指南对组织的产品和服务以及组织的结构和职责分配具有重要的影响。无论选择哪种方法，今天的组织都不是完全自给自足的：每个组织在某种程度上都依赖第三方。因此，供应商管理实践是组织全面成功的关键要素之一。


供应商管理实践确保评估和选择正确的供应商，以提供符合业务总体目标的质量产品和服务，从而基本满足功用和功效的承诺。它确保供应商能够实现期望的结果，并达到或超过组织对服务和生产质量的要求，同时将与交付有关的风险降至最低（与组织的总体风险需求相一致）。灵活性和敏捷性是现代组织的关键方面，也是供应商的关键期望。


供应商管理实践与其他实践（包括关系管理，服务级别管理，服务财务管理，风险管理和服务配置管理实践）紧密结合使用。


2.2        术语和概念
  

带有新供应商的参与通常首先评估市场上的供应商，并通过信息，报价，提议，投标或演示（RfX）的要求与他们联系。



组织随同的合同通常定义具有新供应商或现有供应商的关系。


合同通常包括组织和供应商之间的服务级别协议，涵盖了服务，条款和条件以及付款时间表的功用和功效。它详细说明了各方的承诺，包括责任和可交付成果，用于度量供应商的性能或绩效的参数以及相关的奖励或惩罚属性。


About this document
This document provides practical guidance for supplier management practice. It is split into five main sections, covering:


●        general information about the practice
●        the practice’s processes and activities and their roles in the service value chain
●        the organizations and people involved in the practice
●        the information and technology supporting the practice
●        considerations for partners and suppliers for the practice
1.1  ITIL® 4 QUALIFICATION SCHEME        


Selected content from this document is examinable as a part of the following syllabus:


●        ITIL Specialist Drive Stakeholder Value


Please refer to the syllabus document for details.

2        General information
2.1        PURPOSE AND DESCRIPTION
  

Supplier management ensures effective use of third-party services by establishing a common approach to sourcing strategy and managing supplier relationships and by maintaining a single point of control over the active and planned supplier contracts and services.


The supplier management practice enables organizations to define strategies for the use of suppliers’ and partners’ services, to evaluate and select suppliers, and to ensure that consumed services meet or exceed agreed service levels, the cost of the consumed services is optimal, and associated risks are understood and controlled.


The sourcing strategy should support the overall organization’s strategy and define which of the organization’s resources should be created and managed internally and which may be obtained from and/or managed by third parties, and to what extent. It should also define the overall approach to managing third-party services; it can in turn be retained or delegated to a key supplier, or to a specialized service integrator. Policies and guidelines defined in the sourcing strategy have significant impact on the organization’s products and services, as well as on the organization’s structure and allocation of responsibilities. Regardless of the approach selected, no organization today is fully self-sufficient: every organization depends on third parties to some extent. Therefore, the supplier management practice is one of the key elements of overall success for the organization.


The supplier management practice ensures that the right supplier is evaluated and selected to deliver quality products and services that are aligned to the overall business objectives, essentially meeting the utility and warranty commitments. It ensures that suppliers enable the realization of the desired outcomes and meet or exceed the organization’s requirements for service and product quality, while minimizing the risks related to the delivery (in line with the overall risk appetite of the organization). Flexibility and agility are the key aspects of a modern organization and are also the key expectations from the suppliers.


The supplier management practice is used in close conjunction with other practices, including the relationship management, service level management, service financial management, risk management, and service configuration management practices.


2.2        TERMS AND CONCEPTS
  


An engagement with a new supplier usually starts with assessing what suppliers are in the market and approaching them with a request for information, a quote, a proposal, a bid, or a demonstration (RfX).


A relationship with a new or existing supplier is generally defined by the contract that the organization has with them.


The contract typically includes the service level agreement between the organization and supplier, covering the utility and warranty aspects of the services, terms and conditions, and payment schedules. It details the parties’ commitments, including responsibilities and deliverables, the parameters that are to be used to measure the supplier’s performance, and related reward or penalty attributes.

申明：

本文档由长河（微信achotsao）在机译的基础上经初步整理而成，精细化翻译工作正由ITIL培训基地组织的ITIL专家团队进行之中，预计将于2020年年底之前全部完成。需要下载最终翻译版本请关注微信公众号：ITILXF，或访问www.ITIL4hub.cn  or  ITIL-foundation.cn。

ITIL培训基地专家团队仅仅只是进行了这些著作的语种转换工作，我们并不拥有包括原著以及中文发行文件的任何版权，所有版权均为Axoles持有，读者在使用这些文件（含中文翻译版本）时需完全遵守Axoles 和 TSO所申明的所有版权要求。

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ITIL 4 供应商管理实践

ITIL 4 供应商管理实践