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Reference and guide to SFIA version 7. Framework status: Current standard.

#99 RLMT - more emphasis needed on Supplier (Relationship) Management : change request accepted

Change Request raised on behalf of itSMF International via Barry Corless (Director - itSMF International) Supplier (Relationship) Management seems to fall between the cracks in the current version of SFIA. The advent of (and growth in popularity) of Service Integration and Management (SIAM) adds to the need to perhaps call this out separate from relationship management?

Service Integration and Management (SIAM) is an approach to managing multiple suppliers of services (business services as well as information technology services) and integrating them to provide a single business-facing IT organisation. It aims at seamlessly integrating interdependent services from various internal and external service providers into end-to-end services in order to meet business requirements.

Attached to Supplier management


What we decided

Accepted. Additional skill Supplier management (SUPP) included in SFIA7.

What we changed

Some text taken out of SORC and put into Supplier management

Relationship management scope remains the same but text streamlined.

Analysing SORC, RLMT, ITCM and Supplier management

•We should not assume a org design or roles design
•Sourcing and Supplier management are applied at different points in the lifecycle
•“The provision of policy, internal standards and advice on the procurement or commissioning of externally supplied and internally developed products and service ”
•Supplier management
•“The alignment of supplier performance objectives and activities with sourcing strategies and plans. Working more effectively with suppliers to achieve benefits, recognising both parties need to achieve their goals.”
•Contract management
•“The overall management and control of the operation of formal contracts for supply of products and services.”
•Relationship management
•“The identification, analysis, management and monitoring of relationships with and between stakeholders. The clarification of mutual needs and commitments through consultation and consideration of impacts. “
•To be more than a generic – should focus on a systematic set of activities for analysing and managing relationships
•Most obvious applications of the skill are supporting major business change programmes & projects and ongoing business relationship management