IT Purchasing Consultant Siti Himidi shares her experience of managing supplier contracts and setting up outsourced IT maintenance services. Find out how she overcame the challenges of maintaining an effective commercial relationship with the partners of her client, a major insurance company.
In the world of IT, strategic purchasing plays a key role in guaranteeing the performance of IT systems and controlling costs. During a recent assignment, I had the opportunity to set up service centers and Third-Party Application Maintenance (TMA) for the IT systems of a major insurance group. These initiatives are essential to ensure service continuity while strengthening relationships with suppliers.
Expertise for IT performance
One of the main objectives was to centralize the management of IT applications through a so-called “service center”. This meant that all application-related problems, such as bugs with “corrective maintenance” or upgrade requirements with “evolutionary maintenance”, were managed by a dedicated team. This organization not only enabled incidents to be resolved more quickly, but also ensured constant performance monitoring.
By working with specialized teams, I was able to structure an approach that ensured not only application maintenance, but also the sustainability of skills that were rare in the market. The introduction of framework contracts made it possible to optimize costs while guaranteeing a commitment to results thanks to precise KPIs. Not only did these actions enable us to achieve 100% of the customer's objectives, they also strengthened the relationship between the customer and its suppliers, thanks to regular steering committees.
Leadership and relationship management
This project enabled me to take on a leadership role, notably as the main point of contact for the customer in his relationship with his service provider. I steered supplier management, ensuring service quality and compliance with SLAs (Service Level Agreements). This position gave me a strategic view of business relationships, particularly in times of crisis, such as the COVID-19 pandemic, when daily rates (DRs) had to be adjusted.
By working closely with the customer, I was able to negotiate advantageous solutions, even when discussions seemed deadlocked. This flexibility and adaptability was essential to maintain continuity of operations while meeting the demands of an ever-changing market.
An opportunity for future consultants
This project illustrates the importance of agility and leadership in IT consulting assignments. Joining such an initiative enables me to develop cutting-edge skills in purchasing and supplier relations management, while taking part in strategic projects for the customer. KLB has placed its trust in me by giving me a great deal of autonomy and responsibilities in line with my skills, which is a real asset for any consultant.
– Siti HIMIDI, IT Purchasing Consultant at KLB.
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