Sourcing roles and responsibilities

A key role to champion the sourcing strategy and lead and direct the sourcing office capabilities is the Chief Sourcing Officer (Figure 6.15).

Figure 6.15 Chief Sourcing Officer

The Chief Sourcing officer

• Champions the sourcing strategy and the sourcing office
• Works closely with the CIO to develop a sourcing strategy that will determine which role s and responsibilities are best assumed by internal personnel and in which areas external resources should be deployed; sets guiding principles for governance
• Coordinates and rallies a mix of external and internal people towards goals through an empowerment-and-trust style, rather than the command-and- control hierarchical structure used with internal resource s
• Is an integrator, coordinator, communicator, leader, coach: creates a shared identity among external and internal sources so that team members identify themselves first and foremost with the initiative at hand
• Has the ability to interact at the executive level, and to inspire and lead at the delivery level.

Other key role s should be clearly defined for coordinating activities across multiple service provider s, as shown in Table 6.3.

Role	Description	Key competencies
Director of service management	Senior executive who understands the business and defines, plans, purchases and manages all aspects of service delivery on behalf of business units	Authority and seniority to prioritise and define services for business units Large-scale service and operations management Financial and commercial management Governance, negotiation and Contract Management
Contract manager	Constructs, negotiates, monitors and manages the legal and commercial contract on behalf of the sourcing organization	Contract Management for large scale service provision Negotiation and conflict resolution Service definition and management Translation of business into contractual requirement s
Product manager	Defines, plans, purchases and manages sourced elements of the service and performance on behalf of sourcing organization	Authority and seniority to prioritise and define sourcing needs for specific elements of the service
Process Owner	Interface with business user s and function s to review, define and authorise current and future process model s. Aim to identify and standardize best practice s	Capability and process definition Process mapping Service monitoring Managing user forums e.g. Joint Application Development, Conference Room Pilot Best practice identification, capture and rollout
Business representatives	Primary service recipient on behalf of each business unit who define business requirement s, monitor service, raise service request s and own budget s	Knowledge of specific business functions Requirement s gathering, definition and prioritization Service monitoring Managing user forums

Table 6.3 Sourcing roles and responsibilities

Дата добавления: 2015-11-14