{"id":2535,"date":"2012-11-14T12:02:32","date_gmt":"2012-11-14T11:02:32","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=2535"},"modified":"2020-01-02T11:01:01","modified_gmt":"2020-01-02T10:01:01","slug":"le-vmo-un-acronyme-tendance-ou-un-incontournable","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2012\/11\/le-vmo-un-acronyme-tendance-ou-un-incontournable\/","title":{"rendered":"Le VMO, un acronyme tendance ou un incontournable ?"},"content":{"rendered":"

(Article r\u00e9dig\u00e9 en collaboration avec Arnaud Thenint)<\/em><\/p>\n

Les DSI ont toujours eu \u00e0 g\u00e9rer des relations avec des fournisseurs, que ce soit pour l\u2019achat de mat\u00e9riel informatique ou de prestations intellectuelles du type assistance technique de moyen terme. Elles cherchent cependant aujourd\u2019hui de plus en plus \u00e0 piloter et \u00e0 ma\u00eetriser ces relations. Pour cela, elles cr\u00e9ent depuis quelques ann\u00e9es des cellules d\u00e9di\u00e9es \u00e0 la gestion des contrats avec les fournisseurs, nomm\u00e9es Vendor Management Office (VMO). Pourquoi les DSI ont-elles eu besoin de cr\u00e9er un VMO\u00a0? Quelles sont les bonnes pratiques \u00e0 mettre en \u0153uvre ? Quels gains peuvent-elle attendre et comment en piloter l\u2019attente ?<\/em><\/p>\n

Le VMO, cons\u00e9quence de l\u2019externalisation des services<\/h2>\n

Les \u00e9volutions des pratiques d\u2019externalisation transforment les relations entre les DSI et leurs fournisseurs. En effet, l\u2019Outsourcing, l\u2019Offshoring ou encore les centres de service d\u00e9sorganisent le pilotage classique des fournisseurs. Par exemple, la transformation d\u2019un contrat d\u2019assistance technique en centre de service casse le mod\u00e8le habituel de la relation client\/fournisseur et introduit une distance entre les collaborateurs de la DSI et ceux du prestataire. La DSI se structure alors en \u00e9quipes, chacune fournissant un service particulier. La coh\u00e9sion entre la DSI et ces fournisseurs est plus difficile \u00e0 installer\u00a0; ce qui introduit une distance dont le facteur impactant est plus le relationnel et l\u2019humain que l\u2019\u00e9loignement g\u00e9ographique. Une synergie entre DSI et fournisseur est toutefois possible si les bons m\u00e9canismes et les bons outils sont mis en place.<\/p>\n

Instaurer le r\u00e8gne de la confiance au sein du VMO<\/h2>\n

Pour que la synergie s\u2019installe, il est n\u00e9cessaire qu\u2019une \u00e9quipe chapeaute la relation au niveau op\u00e9rationnel. C\u2019est cette m\u00eame \u00e9quipe qui pilotera globalement les interactions DSI\/fournisseur. En effet, l\u2019enjeu d\u2019un VMO est de construire une relation de confiance entre la DSI et ses fournisseurs et de contr\u00f4ler les services r\u00e9alis\u00e9s par ceux-ci. Dans un premier temps, il est essentiel de r\u00e9f\u00e9rencer les fournisseurs par cat\u00e9gorie. Id\u00e9alement, tous les fournisseurs sont pilot\u00e9s au sein du VMO\u00a0– bien que ceux consid\u00e9r\u00e9s comme strat\u00e9giques dans le fonctionnement de la DSI aient une place plus importante. La rationalisation des fournisseurs est une \u00e9tape primordiale pour am\u00e9liorer le suivi. La cat\u00e9gorisation et la rationalisation facilitent\u00a0:<\/p>\n

    \n
  • La mise en place d\u2019une gouvernance partag\u00e9e,<\/li>\n
  • La mesure de la performance de chaque fournisseur dans sa globalit\u00e9,<\/li>\n
  • La refonte des contrats pour synth\u00e9tiser et clarifier les engagements de chaque partie,<\/li>\n
  • La gestion des flux financiers, des risques et des relations.<\/li>\n<\/ul>\n

    Une r\u00e9duction de co\u00fbts suivie d\u2019une am\u00e9lioration de la qualit\u00e9 de service<\/h2>\n

    Le VMO est la tour de contr\u00f4le des interactions de la DSI avec ses fournisseurs. Cela engage des ressources internes et\/ou externes qui ne sont pas n\u00e9gligeables et ne doivent pas \u00eatre n\u00e9glig\u00e9es pour en tirer le maximum de gain. Bien que le VMO repr\u00e9sente un investissement cons\u00e9quent, des leviers permettent de r\u00e9duire les co\u00fbts. L\u2019\u00e9conomie d\u2019\u00e9chelle et la mutualisation des ressources garantissent des gains \u00e0 court terme. Par la suite, le pilotage de la performance (cf. mindmap d\u2019indicateurs ci-dessous) permet d\u2019assurer une am\u00e9lioration constante des relations et une optimisation des services. Ainsi, deux paliers successifs se distinguent durant la cr\u00e9ation d\u2019un VMO\u00a0: le premier apporte une r\u00e9duction de co\u00fbts, le deuxi\u00e8me am\u00e9liore la qualit\u00e9 de service.<\/p>\n

    \"\"<\/p>\n

    Le Vendor Management Office permet ainsi d\u2019assurer une relation p\u00e9renne avec les fournisseurs en particulier strat\u00e9giques. Maximiser la valeur de ces fournisseurs permet une optimisation des co\u00fbts suivie d\u2019une am\u00e9lioration de la qualit\u00e9 de service. Ces nouveaux mod\u00e8les d\u2019organisation n\u00e9cessitent une transformation des DSI, notamment le passage du \u00ab\u00a0faire\u00a0\u00bb au \u00ab\u00a0faire-faire\u00a0\u00bb. Cette transition requiert la s\u00e9lection de profils et de comp\u00e9tences particuliers qui ne sont a priori pas classiques au sein des DSI.<\/p>\n

    \n
    \n<\/div>\n","protected":false},"excerpt":{"rendered":"

    (Article r\u00e9dig\u00e9 en collaboration avec Arnaud Thenint) Les DSI ont toujours eu \u00e0 g\u00e9rer des relations avec des fournisseurs, que ce soit pour l\u2019achat de mat\u00e9riel informatique ou de prestations intellectuelles du type assistance technique de moyen terme. Elles cherchent…<\/p>\n","protected":false},"author":1269,"featured_media":2538,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[357,243,718,717,716,715],"coauthors":[2765],"class_list":["post-2535","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","tag-optimisation","tag-organisation","tag-pilotage-des-prestations","tag-qualite-de-service","tag-relation-dsifournisseurs","tag-vendor-management-office"],"acf":[],"yoast_head":"\nLe VMO, un acronyme tendance ou un incontournable ? - solucomINSIGHT<\/title>\n<meta name=\"description\" content=\"Les DSI ont toujours eu \u00e0 g\u00e9rer des relations avec des fournisseurs, que ce soit pour l\u2019achat de mat\u00e9riel informatique ou de prestations intellectuelles du type assistance technique de moyen terme. 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