GRTgaz, a prominent gas transportation company in France and Europe, is planning to implement a Vendor Management System (VMS) to enhance its management of intellectual services and ensure accurate cost measurement. The key objectives include improving understanding and application of usage rules, exercising precise control over supplier management, mastering feedback from consultations and services, and maintaining an inventory of ongoing and past services. To achieve reliable and optimized measurement of intellectual service costs, GRTgaz aims to manage financial and contractual conditions, apply appropriate daily average rates, ensure price competitiveness, and consider proposed profiles' seniority. Additionally, they seek to improve the time required for implementing references and their control. The proposed solution should cover the entire lifecycle of managing external resources, focusing on technical assistance. Key functionalities include integrating market usage rules, managing the competitive bidding process, organizing suppliers into panels/sub-panels (e.g., data science, cybersecurity), collecting feedback, and enabling various types of reporting at both company and resource levels. This reporting encompasses factors such as generated revenue, number of full-time equivalents (FTEs), average response time to a consultation, mission duration, price per TJ, seniority, and measurement of client satisfaction with feedback management.
06.05.2024
Problem Description
GRTgaz, a prominent gas transportation company in France and Europe, is planning to implement a Vendor Management System (VMS) to enhance its management of intellectual services and ensure accurate cost measurement. The key objectives include improving understanding and application of usage rules, exercising precise control over supplier management, mastering feedback from consultations and services, and maintaining an inventory of ongoing and past services. To achieve reliable and optimized measurement of intellectual service costs, GRTgaz aims to manage financial and contractual conditions, apply appropriate daily average rates, ensure price competitiveness, and consider proposed profiles' seniority. Additionally, they seek to improve the time required for implementing references and their control. The proposed solution should cover the entire lifecycle of managing external resources, focusing on technical assistance. Key functionalities include integrating market usage rules, managing the competitive bidding process, organizing suppliers into panels/sub-panels (e.g., data science, cybersecurity), collecting feedback, and enabling various types of reporting at both company and resource levels. This reporting encompasses factors such as generated revenue, number of full-time equivalents (FTEs), average response time to a consultation, mission duration, price per TJ, seniority, and measurement of client satisfaction with feedback management.
KPI to achieve
The objectives are as follows: KPI 1 - Aid in competitive bidding and produce financial results that require objective assessment and communication . KPI 2 - Gain valuable feedback on consultations and services rendered. KPI 3 - Possess real-time, dependable, consolidated, and traceable data with a distribution tailored to the company's panels. KPI 4 – Streamline time to market (acquire the appropriate expertise at the optimal cost within the shortest timeframe).
Scope of the problem
The pilot project involves Information Systems with 350 out of 500 External Full-Time Equivalents (FTEs)
and there's an optional additional scope for Engineering with 250 External FTEs. The total resources for the mission are outlined. It is anticipated that there will be around 200 renewals annually. The main users of the solution include 20 Project Managers
5 Buyers
and 6 Contracts Managers. Additionally
there are expected to be 50 to 60 suppliers in the overall landscape
covering both Information Systems and Engineering.
