In education and in technology alike, working with vendors and third-party developers is essential. There is simply, no way around it. In many cases, organizations develop long-term relationships with vendors they have successfully used in the past. This is a standard and recommended practice. As we all know the vendor selection process can be nerve wrecking and time consuming. So, if it is financially viable I strongly suggest developing a long-lasting relationship with at least one primary and one secondary vendor for all of your outsourced services.
One of the key misconceptions and mistakes made by managers is thinking that once a vendor has been selected for a particular project or for a long-term portfolio contract, that they can simply forget about them until it is time to deliver. This is a recipe for disaster, as the functional manager has essentially relinquished all control and management to the vendor, who may not always be on the right track with the project, and may sometimes have other priorities. Ultimately, it is up to you to protect the interests of your organization.
Once a vendor has been selected, especially if is for a long-term basis, they become a resource. And like all resources under your preview as a manager they must be managed. Here are some suggestions on how to make the best of a long-term vendor relationship :
- Nothing replaces a clear and definitive RFP: No matter how accustomed a vendor is with your internal processes and however informal the relationship may be, it would behoove you to draft a comprehensive RFP defining the project at hand as if you were to bid it out. This process allows you to clearly define the project before bringing it to the vendor and will allow you to knowledgeably articulate the project’s scope .
- Know your vendor’s strengths and weaknesses: Just like individuals, production and development vendors have strengths and weaknesses. It behooves you to know what those are. For instance, a particular project may call for a specific framework or development language that is not a strong suit for your regular vendor. Knowing enough to go with another vendor that specializes in the required framework will save you a lot of heart ache in the future.
- Become a project manager: Many vendors include a project manager on their end but you should not depend on them to dictate the flow of the project. Once a vendor agrees to meet your stated time line, you must work together to ensure that they stay on pace throughout the process. Regularly scheduled updates are a good idea.
- Monitor workload: Like an employee, it is possible to over extend a vendor with too much work. It is important to have alternatives in line in case your primary vendor already has a full workload.
