GCIO Head of Vendor Management Practice

Role purpose

The COO reports into the Group CIO who is responsible for circa 60,000 staff and an annual operating budget of approximately $7 billion.

GCIO utilises the services of more than 2,000 vendors and spends in excess of $5bn per annum.

The Group Chief Information Office (GCIO) Chief Operating Office (COO) team has aligned teams for each of the Global Business’ and Global Functions. This role is part of the COO Vendor Management team and will be responsible for Vendor Management activities in close collaboration with the GCIO GBGF teams and Vendor Management representatives.

The role holder will be responsible for the establishment and effective running of the central Vendor Management Practice/Office, working in tandem with the GCIO business (GBGI) aligned Vendor Management teams to establish strategy & best practice.

• Build and maintain a strategic and progressive relationship with Procurement – focusing on process and tooling improvements to the benefit of GCIO as a recipient of procurement services
• Produce and maintain the framework of processes/documentation and artefacts to logically and simply provide organisation, guidance and engagement for the central vendor management team and the wider GCIO Vendor Management community (known as the Vendor Management Pillar)
• Organise and run the Vendor Management Community communications and events – townhalls, comms, adoption strategies, reporting etc
• Agree with CIO’s the allocation Vendor Sponsors (Captains) and work with those Captains to drive value and the relationship with the designated Vendors. Agree long term sourcing plans aligned to strategy.
• Ensure the broader internal engagement, understanding and appreciation of the Vendor Management practice is created and maintained
• Maintain an ‘outside/in’ perspective via research, peer networks to help ensure the continuous improvement ethos of the Vendor Management practice is maintained.
• Be the representative/owner of Simplification improvement initiatives for Vendor Management.

• analysing and creating, where appropriate, measurement to ensure SLA adherence and continuous improvement of the Vendors performance (and reviewed in governance forums)
• Create engaging and dynamic scorecards and comms material.
• Working with CIO’s and Vendor Managers to drive value from our strategic vendors
• Identifying and delivering contractual reviews and improvement areas. Negotiating with the vendor to deliver contract amendments.
• Arranging vendor governance forums and ensuring attendance, materials are prepared and follow up actions/improvements delivered
• Follow up reporting/communications material produced as required
• Validate benefit claims/ongoing contract/vendor reviews and continuous improvements identified and delivered

• Ensure alignment of key parties to agree objectives and support the development of the Tech/Business strategy to deliver.
• Ensure both a vertical and horizontal view is considered through value streams and co-design structures so that services are not duplicated and that there is a cohesive strategy around our service providers and tooling – this will need to happen for not only new deals but also with the current landscape of providers.
• Work with CIO areas to assist in the provision of 3rd party requirements to procurement and contract on that basis.
• AOP (Annual Operating Plan) and SCO (Supply chain optimisation) – Working with CIO/GBGI’s representatives and Finance to identify, plan and execute cost optimisation initiatives.
• Analyse options and support the development of Business Cases.
• Ensure renewals/pipeline is managed with sufficient time to scrutinise and/or make changes. Align Vendor plans to long term technical strategy (known as Future State Architecture – FSA)
• Identify and implement process and tooling improvements/simplification initiatives

• Review existing contracts – identify and follow up on contracting themes/opportunity for better practice and implementation of guidelines and 3rd party uplifts.
• Support…