• How is IT being used innovatively for market differentiation and to deliver to the changing demands of the customer?
• What is the right procurement model to accommodate stakeholder demands?
• With digitalisation of the industry, how can you manage the risks associated with new areas/ supplier bases?
• How should contracts be adjusted to meet these new needs/risks? For example, cost maybe 10% higher to use a new supplier who maybe creating something innovative but what milestones should be put in place to exit the contract if the market is not yet ready to adopt the new technology?
• How can you identify long-term technology needs to stay one step ahead of the product lifecycle?
• Where are the opportunities in moving from a traditional licensing model to open source? Open source is readily available, can be amended easily and shared back with everyone. What are the different working models?
• Are there steps sourcing can take to speed up the process when it comes to IT purchasing? Are there any procurement processes which can be automated?

• With so many different types of software licensing models out there, what’s the best licensing model for your business?
• Is there a structure behind the various models or is each player inventing their own methodology?
• Should you allow a mission-critical system to be licensed on a term or SaaS basis?
• Do your stakeholders care if they have a perpetual license?
• What provisions have been made to make sure that the software will be available to you for the next 10 years, how do you gain that certainty with the suppliers you use?
• What provisions within software agreements can be put in place to mitigate the above risks?

The traditional supplier management approach relies on manual processes designed around disjointed enterprise systems. This is the primary reason why most organizations are not able to extract the full value from their IT services engagements. Research has shown that 15-20% of ACV is lost in such engagements due to ineffective supplier management. Thankfully, there is a new breed of supplier management technology that promises to change this by integrating all key disciplines of supplier management on a single platform and by leveraging automation to address the inefficiencies of manual processes. In this real life case study, Henrik will talk about Vestas Wind Systems’ journey towards an integrated supplier management in collaboration with SirionLabs. The presentation will cover:

• Introduction to Vestas’ IT outsourcing journey
• Why integrated supplier management is important for driving higher value in IT services engagements
• Integrating key supplier management disciplines - contract, performance, finance, risk and relationship management - through technology
• Key considerations in selecting the right technology to enable integrated supplier management
• Reflections on the journey so far…..

• How does the economic situation impact IT investment: how will this in turn impact IT procurement?

• How can procurement be an extension of the IT team: what core tasks would get them there?

• How do you create a valuable IT/procurement relationship and how work together to optimize IT spend to unlock value?

• What are your unmet needs and where can procurement truly help?

• How and when to do outsourcing as it relates to infrastructure
• How to develop competitive tension
• Mapping the horizon of outsourcing opportunities: are there any sacred cows?
• What functionalities do you want outsources vs. in-house capabilities?
• Evaluating outsourcing providers when you do not have time for apples-to-apples comparisons
• Setting performance measurements, SLAs and KPIs
• How best to manage the IT outsourcing relationship