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Who We Are What We Are What We Do How We Do It Why We Do It
Who We Are
What We Are
What We Do
How We Do It
Why We Do It
Who We AreDanforth International LLC., is an independent global consulting entity, created byaligning over 20 years of Vendor Management/Sourcing, Relationship/ProjectManagement, Operations, Strategy, IT Management skills and experience.
We seek to help clients realize the intended value of outsourcing arrangementsthrough the development of an effective vendor management program. Our programwill control cost, drive service excellence and mitigate risk to gain increased valuefrom 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.
What We Are
We are a service operation that assist organizations in effectively managing vendor performance, relationship, cost and contracts.
• Client FocusedWe organize our processes and network to specifically meet the business outcomes and performance needs of each client.
• ExperiencedWe bring expertise, knowledge, cost savings and a continual improvement mindset to keep our services aligned with our client’s changing business conditions.
• PracticalWe focus on performance measurements and strong working relationships to keep your outsourced relationships robust.
What We Do• Strategize and PlanDefine 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 StateReview 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 CompetenciesReview 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 EvolveUse 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.
How We Do ItWe 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
PlanningGovernanceBusiness Unit LiaisonsCommunications & ForumsEscalation ManagementIssue Tracking
Contract ComplianceAmendments / RenegotiationsBenchmarkingDocument ManagementPolicies & Procedures
Invoice VerificationCharge BackReceipt of ServiceService Consumption AnalysisCost Effective MeasuresBudget & Forecasting
Relationship Management
Performance Management Cost Management
ContractManagement
Right Work, Done Right Validate and Manage Costs
Satisfaction, Direction Setting Ensure Compliance
Vendor Management
Strategy
Service Delivery RequirementsService Level ReviewsProblem ManagementToolsConflict ResolutionWork Prioritization
Components of Value
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.
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)
Part IIThe Vendor Management
Framework
A More Detailed View
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
Vendor Management Strategy
Vendor Management
Policy Governance
Process and Controls
Roles and
Responsibilities
Performance Reporting
Enabling Technology
Elements of Vendor Management Framework
Vendor Management StrategyEstablishes the context, strategy, objectives and guiding principles upon whichthe framework is based
Vendor Management Strategy
Vendor Management PolicyDefines the expectations and policy requirements of the framework
Vendor Management
Policy
GovernanceArticulates 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
Roles and ResponsibilitiesCommunicates the specific roles and responsibilities of all stakeholders involved in the vendor management lifecycle
Roles and
Responsibilities
Performance Reporting
Performance ReportingDefines 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 TechnologyOutlines the systems and infrastructures required to enable vendor management processes, including reporting, that are compliant with the framework and policies
Enabling Technology
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.
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…”
Thank You
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