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服务采购基准 - 达到新的计划结果水平的真相

基准和KPI已成为成功的劳动力管理计划的一个组成部分，现在播种计划。由于采购组织在管理服务支出方面变得更加复杂，许多人正在迅速了解看着整体质量的好处和给定关系的总体拥有成本，最重要的是个人队伍工人的每小时费用。这一举措已成为前沿公司推动回答“为什么”或“在涉及”供应商（例如，评价，响应，响应时间等）和内部性能时“为什么”或“多少”。此外，有效地管理采购LED的KPI和基准测试正在成为踏脚石，用于纳入人力资源，金融和业务其他领域的组织投入。

许多趋势已经融合，以推动对服务采购的兴趣增加，而不仅仅是在踢KPI和基准轮胎，而且从一开始就跳跃。这些包括较越来越多的灵活员工地理分布，以及鉴于整体经济的状态，需要从缺点采购节省中获得更多的需要。此外，由于公司在全球范围内扩展，基准和KPI可以在帮助集中采购函数 - 以及分散的管理者中发挥关键作用 - 保持实际活动的脉搏。

Yet not all organizations place an equal emphasis on measuring and managing by the numbers. Those more inclined to focus overall program management and direction around benchmarking and KPIs are likely to view contract labor as a more strategic component of their overall business. In addition, companies with more sophisticated quality and operational excellence programs in place (i.e., lean, Six Sigma, ISO) or those within in heavily regulated industries where careful reporting is required are more likely to adopt a data-driven management model. In many cases, organizations choosing to go down the KPI and benchmarking path have implemented a strong vendor management office – which Spend Matters has observed is more common across IT services spend than other categories. Likewise, those companies with an experienced internally managed operation (often with a multi-year track record of results) or those that rely on a stronger MSP are also more likely to use numbers at the core.

本文探讨了如何最好地部署服务采购背景中的KPI和基准 - 包括哪些领域专注于和优先顺序（远远超出速率卡）。它还探讨了Carefirst BlueCross Blueshield通过利用基准和KPI来实现更多的VMS实现，以衡量和提高性能的核心。