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This document represents an aggregated, ordered and contextualized view of the material we've been able to compile and publish that is related to the topic of "Supplier Quote Management." The goal is to make this page a landing and launch point for all things related to this topic. As our content becomes more complete and more accurate, this page should become a very useful and powerful knowledge base for this topic and all parties interested in it.
You'll find that the content for this document is consistent with that of other discipline related documents. This is intentional. The consistency is based on a knowledge pattern that helps individuals learn more about different topics, quicker and more efficiently. We hope you find the material useful and easy to learn.
It's important to realize that content in this document and any related sub-documents are constantly evolving. Therefore, we recommend you check for updates, regularly, to keep up with the latest material.
The Foundation always welcomes your feedback and suggestions for improvement, as we're always looking for ways to improve our solutions and offerings to the general community.
All solutions published by the Foundation are subject to the terms and conditions of the Foundation's Master Agreement.
This document or artifact, along with everything in it, is intended to act as a "Framework" that addresses various aspects of Supplier Quote Management.
The readers will notice that most sections in the Table of Contents (TOC) use a format where the TOC entry is prefixed with a topic name, followed by a short descriptive title (i.e. "TOPIC_NAME: TOPIC_RELATED_SECTION_TITLE"). This is intentional and represents a format by which the Foundation may achieve things like the identification of appropriate topic areas, the segregation of distinct topic areas from each other, the appropriate ordering of topic areas, and achieve the maintenance of consistency, both, within and across different IT Disciplines.
To elaborate, this artifact is intended to:
From the Foundation's perspective, if done correctly, all of the above will allow the Foundation to properly decompose, document and publish content related to each sub-area or sub-topic for each IT Discipline, including this specific discipline (i.e. "Supplier Quote Management").
From the reader's perspective, if done correctly, all of the above will allow him or her to easily find and learn about specific areas of interest associated with this and all other IT Disciplines in a manner where the reader may effectively consume and digest material in small atomic segments that act as repeatable and more effective learning units.
As this artifact evolves and progresses, the reader will see it address key areas of the professional IT Discipline "Supplier Quote Management" that range from its detailed definition through closely related terms, phrases and their definitions, to its detailed specification of Supplier Quote Management Capabilities, and all the way through to defining, delivering, operating and supporting Supplier Quote Management Services.
As mentioned previously, this document will continue to evolve and the Foundation recommends the reader check back, regularly, to stay abreast of modifications and new developments. It is also important to understand that the structure of this artifact may change to meet the needs of such evolution.
Before moving on to learn more about the rest of the Supplier Quote Management framework, we suggest that you take some time to familiarlize yourself with the following very basic term(s)...
"1. A documented Quote that will be provided by or has been provided by a Supplier, often in response to a Request for Quote (RFQ), Request for Proposal (RFP), or Request for Information (RFI)."
Supplier Quote Management:
"1. The professional discipline that involves working with, in or on any aspect of planning, delivering, operating or supporting for one or more Supplier Quote Items or any and all solutions put in place to deal with such Items.
2. The solution set that a person or organization puts in place to manage one or more Supplier Quote Items.
3. The process or processes put in place by a person or organization to assist in the management, coordination, control, delivery, or support of one or more Supplier Quote Items.
4. The Enterprise Capability that represents the general ability or functional capacity for a Resource or Organization to deal with or handle one or more Supplier Quote Items. Such a term is often used by Information Technology (IT) Architects when performing or engaging in the activities associated with general Capability Modeling."
In addition to the above basic term(s), you can also learn a great deal about Supplier Quote Management by familiarizing yourself with the broader spectrum of terms that make up the Supplier Quote Management Glossary...
Language between IT professionals and the businesses we serve is often a significant barrier to success, as we often spend countless hours trying to interpret each other's meanings. This is often also true between IT professionals who are taught to use certain terms and definitions as part of the organizations and industries they serve. It's when you start to jump from organization to organization, from enterprise to enterprise, and from industry to industry that you realize how much time and effort is wasted on just getting language and meanings correct. For these reasons, the Foundation puts a great deal of focus on terms and phrases, as well as their corresponding definitions. We highly recommend you spend time learning and understanding all of the related terms and phrases, along with their meanings, for all areas of "Supplier Quote Management."
|Supplier Quote Management Glossary|
|Centralized Supplier Quote Management||Supplier Quote Management Principle|
|Decentralized Supplier Quote Management||Supplier Quote Management Procedure|
|Enterprise Supplier Quote Management||Supplier Quote Management Process|
|Federated Supplier Quote Management||Supplier Quote Management Professional|
|Regional Supplier Quote Management||Supplier Quote Management Program|
|Supplier Quote||Supplier Quote Management Project|
|Supplier Quote Automation||Supplier Quote Management Reference Architecture|
|Supplier Quote Capacity Management||Supplier Quote Management Release|
|Supplier Quote Catalog||Supplier Quote Management Report|
|Supplier Quote Catalogue||Supplier Quote Management Reporting|
|Supplier Quote Configuration||Supplier Quote Management Roadmap|
|Supplier Quote Configuration Item||Supplier Quote Management Role|
|Supplier Quote Configuration Management||Supplier Quote Management Rule|
|Supplier Quote Cost||Supplier Quote Management Schedule|
|Supplier Quote Data Entity||Supplier Quote Management Security|
|Supplier Quote Database||Supplier Quote Management Service|
|Supplier Quote Decommission||Supplier Quote Management Service Assurance|
|Supplier Quote Delivery||Supplier Quote Management Service Contract|
|Supplier Quote Dependency||Supplier Quote Management Service Level Agreement (SLA)|
|Supplier Quote Deployment||Supplier Quote Management Service Level Objective (SLO)|
|Supplier Quote Document||Supplier Quote Management Service Level Requirement (SLR)|
|Supplier Quote Document Management||Supplier Quote Management Service Level Target (SLT)|
|Supplier Quote File Plan||Supplier Quote Management Service Provider|
|Supplier Quote Framework||Supplier Quote Management Service Request|
|Supplier Quote Governance||Supplier Quote Management Software|
|Supplier Quote History||Supplier Quote Management Solution|
|Supplier Quote Identifier||Supplier Quote Management Stakeholder|
|Supplier Quote Inventory||Supplier Quote Management Standard|
|Supplier Quote Item||Supplier Quote Management Strategy|
|Supplier Quote Lifecycle||Supplier Quote Management Supply|
|Supplier Quote Lifecycle Management||Supplier Quote Management Support|
|Supplier Quote Management||Supplier Quote Management System|
|Supplier Quote Management Application||Supplier Quote Management Theory|
|Supplier Quote Management Best Practice||Supplier Quote Management Training|
|Supplier Quote Management Blog||Supplier Quote Management Vision|
|Supplier Quote Management Capability||Supplier Quote Management Wiki|
|Supplier Quote Management Center of Excellence||Supplier Quote Management Workflow|
|Supplier Quote Management Certification||Supplier Quote Metadata|
|Supplier Quote Management Class||Supplier Quote Migration|
|Supplier Quote Management Community of Practice (CoP)||Supplier Quote Plan|
|Supplier Quote Management Course||Supplier Quote Portfolio|
|Supplier Quote Management Data||Supplier Quote Portfolio Management|
|Supplier Quote Management Data Dictionary||Supplier Quote Processing|
|Supplier Quote Management Database||Supplier Quote Record|
|Supplier Quote Management Demand||Supplier Quote Records Management|
|Supplier Quote Management Dependency||Supplier Quote Repository|
|Supplier Quote Management Discussion Forum||Supplier Quote Reuse|
|Supplier Quote Management Document||Supplier Quote Review|
|Supplier Quote Management Documentation||Supplier Quote Schedule|
|Supplier Quote Management File Plan||Supplier Quote Schematic (Schema)|
|Supplier Quote Management Form||Supplier Quote Security|
|Supplier Quote Management Framework||Supplier Quote Software|
|Supplier Quote Management Governance||Supplier Quote Strategy|
|Supplier Quote Management Knowledge||Supplier Quote Support|
|Supplier Quote Management Lessons Learned||Supplier Quote Taxonomy|
|Supplier Quote Management Metric||Supplier Quote Termination|
|Supplier Quote Management Operating Model||Supplier Quote Tracking|
|Supplier Quote Management Organization||Supplier Quote Tracking Software|
|Supplier Quote Management Plan||Supplier Quote Transaction|
|Supplier Quote Management Platform||Supplier Quote Unique Identifier|
|Supplier Quote Management Policy||Supplier Quote Verification|
|Supplier Quote Management Portfolio||Supplier Quote Version|
|Supplier Quote Management Principle||Supplier Quote Workflow|
Please refer to the IT Glossary for other terms and phrases that may be relevant to this professional discipline.
Readers may also refer to the Taxonomy of Glossaries for terms and phrases that are semantically grouped according to IT Disciplines or enterprise domains.
A Capability, as it pertains to Information Technology (IT) or to an enterprise that an IT Organization serves, is defined to be "A manageable feature, faculty, function, process, service or discipline that represents an ability to perform something which yields an expected set of results and is capable of further advancement or development. In other words, a Capability is nothing more than "the ability to do something" or, quite simply, a Feature or Function. Therefore, when applied to an enterprise, a Capability represents a critical Enterprise Feature or Enterprise Function.
When it comes to Capabilities, there are multiple types that an enterprise needs to be aware of. Examples include but are not limited to:
As can be seen above, there are Capabilities that are associated with Resources, Organizations, and Assets such as Systems. All are important to an enterprise.
In the case of this IT Discipline (i.e. Supplier Quote Management), we use the word Capability in the context of an Enterprise Capability or an IT Capability, which are both equivalent to Enterprise Disciplines or IT Disciplines, respectively. In short, the Capability of Supplier Quote Management represents the ability to deal with any and all Supplier Quote Items and anything relevant that is related to or associated with any Supplier Quote Items.
If you think about it, a capability is really nothing more than a "verb" or "action that represents "the ability to do something." Understanding this allows us to derive a consistent and highly repeatable set of sub-capabilities for any Noun we're dealing with. For example:
In summary, the implication is that the Enterprise Capability or Enterprise Discipline known as Supplier Quote Management is the superset of all the above Sub-Capabilities, as they pertain to or are applied to the discipline-specific Noun: "Supplier Quote." This now translates more specifically to:
For a more complete list of very specific Capabilities/Disciplines, refer to the Foundation's Master Inventory of IT Disciplines. It is important to note that this inventory is in a flat or non-hierarchical form, specifically because "hierarchy" is almost always a matter of personal preference or context (what hierarchy is important to one Resource or Organization may be unimportant to another's needs or requirements). Therefore, the Foundation has published its inventory of Capabilities in a non-hierarchical, flat form.
This now brings us to a very obvious problem that surrounds Capabilities, which is the fact that there are simply too many "granular" or "specific" Capabilities to document and publish in any single Capability Model. The end result is that a Capability Model may become unwieldy because of trying to incorporate so many different specific Capabilities. Also, Capability Modeling "Purists," who all have their own (and very differing) opinions about how Capability Models should or should not be represented, almost always refuse to get into the details. To address this, we recommend using a generic set of Capabilities that map to and are driven by the Systems Development Life Cycle. For example:
As you can see from the above, we now have a very limited, controlled and manageable set of Discipline-specific Capabilities for the Discipline Supplier Quote Management.
As a reminder, the above Capability representations are "suggestions" for baselining or initializing your own Enterprise Capability Model (ECM). It's recommended that you take the time to work with your enterprise stakeholders to improve upon and/or customize your own ECM so that you can help meet their needs. However, with that being said, it's always a better idea to go in with a baseline that you can modify rather than building your own solution from scratch, especially if your goals are to standardize, not reinvent the wheel, and not deviate too far from what other enterprises are doing to model their own environments. This is especially true if you've never had any experience building ECMs that have gained and maintained full adoption.
Why do enterprises perform Capability Modeling? Enterprises most often build Capability Models that are associated with Supplier Quote Management for the following reasons...
Capability Modeling Recommendations: Some things to consider and keep in mind when working on or creating your Supplier Quote Management and Enterprise Capability Models...
Learn More About Capability Models: Taking the time to learn about and understand Capability Models, what they're for, and how they're used may help you learn how Supplier Quote Management better fits into the broader enterprise. Therefore, we suggest you spend some time reviewing and understanding the IF4IT Enterprise Capability Model...
Here's a very simple fact... If an enterprise does not establish and enforce clearly defined Ownership (i.e. a Resources and his or her Organization are assigned as accountable ownership) for Supplier Quote Management, the enterprise has automatically set itself up for failure in its implementation of that discipline. Therefore, if you and your enterprise want to implement and maintain a successful solution for Supplier Quote Management, there must be a clearly defined Owner that can and will be held accountable for getting work done, providing transparency, helping with strategy setting, and coordinating implementation of Supplier Quote Management as a fully functional and mature enterprise Service.
Having clearly defined Ownership should not be confused with having fully dedicated Resources that spend one hundred percent of their time working on Supplier Quote Management. In fact, smaller enterprises can rarely afford to dedicate full time Resources, like larger enterprises can, to all enterprise IT Disciplines. This being the case, all IT Disciplines, including Supplier Quote Management, should "always" have clearly defined Owners so that there is always a clear point of accountability and contact for any issues or work that need to be addressed.
In addition to the common best practice of having clearly assigned Ownership for Supplier Quote Management, it is also considered a best practice to clearly publish and socialize Supplier Quote Management Ownership details to a centralized location (often referred to as a "Service Catalog" or an "Enterprise Service Catalog"), along with Ownership details for all other IT Disciplines, so that the entire enterprise has constant access to it.
Figure: How Ownership of the Capability Supplier Quote Management fits into the Canonical Model for IT
The above figure helps us understand how Capability or Discipline Ownership fits into the Canonical Model for Information Technology (IT) (i.e. "Think," "Deliver," and "Operate"). Owners are assigned to individual Disciplines or Capabilities, such as Supplier Quote Management, and are instantly made accountable to the enterprise for the results of all Supplier Quote Management Thinking activities (i.e. Strategy, Research, Planning and Design), all Supplier Quote Management Delivery activities (i.e. Construction, Deployment and Quality Assurance), and all Supplier Quote Management Operations activities (i.e. Use, Maintenance and Support). Done correctly, Supplier Quote Management Ownership is constant and ongoing. It's important to understand that such assigned Ownership should "never" end so that there is clear and constant accountability and transparency for all aspects of the Canonical Model to the enterprise.
Not having clear Ownership for Supplier Quote Management means that there is no clear understanding of who is accountable for it, who can provide understanding of what's going on within it, who can help the enterprise provide short term and long term descriptions of work being performed within the Discipline area to improve it over time for its customers, and who can help with getting work done that's associated with it. It means your or your enterprise's implementation for Supplier Quote Management will be highly incomplete and erratic because no one is constantly (or even partially) watching over the Discipline and its needs for maintenance and evolution. Not having clear Supplier Quote Management Ownership is a recipe for confusion and, sometimes, even chaos.
In summary, if you and your enterprise truly want to be successful with your implementation of Supplier Quote Management, ensure that a clear and highly accountable owner is identified and assigned to the Discipline. Publish those ownership details, preferably in an enterprise's Service Catalog, and socialize it so everyone knows whom to go to for answers and for help with Supplier Quote Management related work. In other words, if you want to implement Supplier Quote Management as an enterprise Service, then you absolutely must start with clearly defined, published and socialized Ownership.
Throughout the Foundation's documentation, you will continuously run into the references of "Nouns and Verbs." These concepts are key to consistency and standardization, throughout the IT Industry, down to each and every IT Discipline. Given that we've discussed the impact of "Nouns" on the discipline of "Supplier Quote Management," this section will start to discuss the importance of "Verbs" or "Actions" that can be performed with or against the key Noun or Nouns associated with this Discipline. To reiterate, Verbs or Actions allow us to clearly understand what can be performed on or with the Noun in question. As will be discussed in the next section, Verbs or Actions will also help us clearly identify whom it is (i.e. the "who" or more specifically the Roles) that performs or executes such Verbs or Actions against a Discipline and its associated Noun or Nouns. As will be discussed later, Verbs or Actions will also help identify key Attributes (i.e. Field Names) that are necessary for the very data definition of the Noun or Nouns for this Discipline and will even help identify which Verbs or Actions can be automated for this Discipline.
As a reminder, the base Noun for the discipline known as Supplier Quote Management is: "Supplier Quote," which is sometimes referred to as a the Noun: "Supplier Quote Item."
By now, it should be becoming apparent that verbs represent a baseline for defining solid functional requirements and sub-capabilities for what would be a part of any good Supplier Quote Management System or Service. What this means is that if you and/or your Organization is looking for a solution in this space (e.g. the purchasing or building of a software solution or the implementation of a Service to address the needs of Supplier Quote Management), you could use discipline-related verbs to drive the foundation of what the solution should or shouldn't do, as mapped to specific stakeholders that will use or provide the solution.
Examples of the types of Verbs or Actions that are important to this Discipline include but are not limited to:
The above list represents a very small subset of all Verbs or Actions that are relevant for this Discipline. The more complete set can be found in the Roles section of this document, where readers can see the direct correlation of Verb to Noun and to, both, Generic Role and Discipline Specific Role.
An "action" or a "verb" is something that can be performed on or with a specific "noun." The reason it is important to itemize all relevant verbs is because we can now start to determine what we can or cannot do with the noun in question, where in this case the noun is "Supplier Quote."
|Actions/Verbs||Example as Applied to "Supplier Quote"||Generic Roles||Discipline-Specific Roles|
|Administrate||Administrate Supplier Quote||Administrator||Supplier Quote Administrator|
|Approve||Approve Supplier Quote||Approver||Supplier Quote Approver|
|Architect||Architect Supplier Quote||Architector||Supplier Quote Architector|
|Archive||Archive Supplier Quote||Archiver||Supplier Quote Archiver|
|Audit||Audit Supplier Quote||Auditor||Supplier Quote Auditor|
|Bundle||Bundle Supplier Quote||Bundler||Supplier Quote Bundler|
|Clone||Clone Supplier Quote||Cloner||Supplier Quote Cloner|
|Code||Code Supplier Quote||Coder||Supplier Quote Coder|
|Configure||Configure Supplier Quote||Configurer||Supplier Quote Configurer|
|Copy||Copy Supplier Quote||Copier||Supplier Quote Copier|
|Create||Create Supplier Quote||Creator||Supplier Quote Creator|
|Decommission||Decommission Supplier Quote||Decommissioner||Supplier Quote Decommissioner|
|Delete||Delete Supplier Quote||Deletor||Supplier Quote Deletor|
|Deploy||Deploy Supplier Quote||Deployer||Supplier Quote Deployer|
|Deprecate||Deprecate Supplier Quote||Deprecator||Supplier Quote Deprecator|
|Design||Design Supplier Quote||Designer||Supplier Quote Designer|
|Destroy||Destroy Supplier Quote||Destroyer||Supplier Quote Destroyer|
|Develop||Develop Supplier Quote||Developer||Supplier Quote Developer|
|Distribute||Distribute Supplier Quote||Distributor||Supplier Quote Distributor|
|Download||Download Supplier Quote||Downloader||Supplier Quote Downloader|
|Edit||Edit Supplier Quote||Editor||Supplier Quote Editor|
|Educate||Educate Supplier Quote||Educator||Supplier Quote Educator|
|Export||Export Supplier Quote||Exporter||Supplier Quote Exporter|
|Govern||Govern Supplier Quote||Governor||Supplier Quote Governor|
|Import||Import Supplier Quote||Importer||Supplier Quote Importer|
|Initialize||Initialize Supplier Quote||Initializer||Supplier Quote Initializer|
|Install||Install Supplier Quote||Installer||Supplier Quote Installer|
|Instantiate||Instantiate Supplier Quote||Instantiator||Supplier Quote Instantiator|
|Integrate||Integrate Supplier Quote||Integrator||Supplier Quote Integrator|
|Manage||Manage Supplier Quote||Manager||Supplier Quote Manager|
|Merge||Merge Supplier Quote||Merger||Supplier Quote Merger|
|Modify||Modify Supplier Quote||Modifier||Supplier Quote Modifier|
|Move||Move Supplier Quote||Mover||Supplier Quote Mover|
|Own||Own Supplier Quote||Owner||Supplier Quote Owner|
|Package||Package Supplier Quote||Packager||Supplier Quote Packager|
|Persist||Persist Supplier Quote||Persister||Supplier Quote Persister|
|Plan||Plan Supplier Quote||Planner||Supplier Quote Planner|
|Purge||Purge Supplier Quote||Purger||Supplier Quote Purger|
|Receive||Receive Supplier Quote||Receiver||Supplier Quote Receiver|
|Record||Record Supplier Quote||Recorder||Supplier Quote Recorder|
|Recover||Recover Supplier Quote||Recoverer||Supplier Quote Recoverer|
|Register||Register Supplier Quote||Registrar||Supplier Quote Registrar|
|Relocate||Relocate Supplier Quote||Relocator||Supplier Quote Relocator|
|Reject||Reject Supplier Quote||Rejecter||Supplier Quote Rejecter|
|Remove||Remove Supplier Quote||Remover||Supplier Quote Remover|
|Replicate||Replicate Supplier Quote||Replicator||Supplier Quote Replicator|
|Report||Report Supplier Quote||Reporter||Supplier Quote Reporter|
|Request||Request Supplier Quote||Requestor||Supplier Quote Requestor|
|Restore||Restore Supplier Quote||Restorer||Supplier Quote Restorer|
|Review||Review Supplier Quote||Reviewer||Supplier Quote Reviewer|
|Save||Save Supplier Quote||Saver||Supplier Quote Saver|
|Search||Search Supplier Quote||Searcher||Supplier Quote Searcher|
|Split||Split Supplier Quote||Splitter||Supplier Quote Splitter|
|Sponsor||Sponsor Supplier Quote||Sponsor||Supplier Quote Sponsor|
|Store||Store Supplier Quote||Storer||Supplier Quote Storer|
|Strategize||Strategize Supplier Quote (or Set Supplier Quote Strategy)||Strategizer (or Strategy Setter)||Supplier Quote Strategizer (or Supplier Quote Strategy Setter)|
|Support||Support Supplier Quote||Supporter||Supplier Quote Supporter|
|Test||Test Supplier Quote||Tester||Supplier Quote Tester|
|Train||Train Supplier Quote||Trainer||Supplier Quote Trainer|
|Upgrade||Upgrade Supplier Quote||Upgrader||Supplier Quote Upgrader|
|Upload||Upload Supplier Quote||Uploader||Supplier Quote Uploader|
|Verify||Verify Supplier Quote||Verifier||Supplier Quote Verifier|
|Version||Version Supplier Quote||Versioner||Supplier Quote Versioner|
|View||View Supplier Quote||Viewer||Supplier Quote Viewer|
At a minimum, the above list of Verbs can be used to help identify, track, and manage the basic "Features" required by and associated with Supplier Quote Management, even if your enterprise doesn't maintain a Capability Model that lists specific Supplier Quote Management Capabilities. Application designers, developers, and architects often find such Verb Lists or Feature Inventories to be invaluable.
A Taxonomy, in its noun form, is defined as:
...a documented and orderly set of types, classifications, categorizations and/or principles that are often achieved through mechanisms including but not limited to naming, defining and/or the grouping of attributes, and which ultimately help to describe, differentiate, identify, arrange and provide contextual relationships between the entities for which the Taxonomy exists.
From this general definition, we can derive that the definition for a Supplier Quote Management Taxonomy is:
...a documented and orderly set of types, classifications, categorizations and/or principles that are often achieved through mechanisms including but not limited to naming, defining and/or the grouping of attributes, and which ultimately help to describe, differentiate, identify, arrange and provide contextual relationships between Supplier Quote Items, Entities or Types.
In short, what this means all means is that a Taxonomy is nothing more than a classification or typing mechanism and that a Supplier Quote Taxonomy is nothing more than a classification or typing mechanism that helps people and systems distinguish between different Supplier Quote Items, Entities, Types, Records or any other Supplier Quote Management element you can think of.
It's important to understand that Taxonomies can be as simple as a list of relevant terms or phrases with respective meanings or definitions or they can take on more complex forms, such as hierarchical and graphical model structures that can be homogeneous and heterogeneous in nature. More complex Taxonomies include examples such as "Visual Taxonomies" and "Audible Taxonomies" but, expect in the case of very special technologies, are typically out of scope for general Information Technology (IT) Operations.
The Foundation directs readers to its ever-evolving Inventory of Taxonomies for Standard Taxonomy suggestions. Specifically, readers may want to start with the Taxonomy of Taxonomies, which helps make it clear that the IT Industry is composed of many hundreds if not thousands of Taxonomies, Classifications, Categorizations or Types.
While Taxonomies represent organized classifications or types, you can think of Ontologies as the design and representation of entire lanaguages, with the specific intent to control things like structure, behavior, representation, and meaning. Without getting into a theoretical conversations about Ontologies, you can view this entire article as a foundation for the ontology of Supplier Quote Management. Or, in other words, a Supplier Quote Management Ontology.
Throughout this artifact/framework, you will find things like Supplier Quote Management related terms, phrases, definitions, roles, responsibilities, nouns, verbs, classifications, and so on, all as a means of definining a standard representation for and interpretation of the language of Supplier Quote Management.
It is only through the definition, communication, and establishment of such Ontologies that we can standardize language and communication associated with Supplier Quote Management, whether it be between humans and/or systems.
When we talk about Life Cycle (or lifecycle) for Supplier Quote Management, it's important to keep in mind that there are two different types of Life Cycles that apply. The first is a Data Life Cycle, which addresses Supplier Quote Management data or entities, and the second is associated with delivering Supplier Quote Management Assets like Systems or Software solutions.
Supplier Quote Management Data Life Cycle Phases:
Data Lifecycle (or Life Cycle) for any and all data is the period from the "inception" of data through to its ultimately being "purged" from existence. This is no different for Supplier Quote Management related data.
Like the data associated with any other professional IT Discipline, Supplier Quote Management related data adheres to the following common Data Lifecycle Phases:
Figure: Supplier Quote Management Lifecycle Phases
The above Life Cycle Phases represent the high level transitions that occur from the inception of Supplier Quote Items or Entities all the way through to their complete elimination from existence. A more detailed breakdown of these transitions or phases represents what are referred to as "Supplier Quote Management States."
Supplier Quote Management Systems Development Life Cycle (SDLC) Phases or Supplier Quote Management Software Development Life Cycle (SDLC) Phases:
The SDLC is a means for facilitating and controlling how IT Professionals deliver Assets, such as Supplier Quote Management Systems and Software. In this case, you should default to the master SDLC, which is used to deliver any Asset of any type, including those associated with the Supplier Quote Management discipline.
There are probably no greater or more important tools for providing Supplier Quote Management transparency and direction than the collection, ordering, categorizing, grouping, and maintenance of all related Supplier Quote Items. In other words, Supplier Quote Management Inventories.
In short, an Inventory represents a list of individual things or instances of things that are typically all of the same Noun Type or Data Type, where these instances are described and detailed by their Attributes, along with the Data and Information that act as values for such Attributes.
At a minimum, Supplier Quote Management Inventories are used for the establishment of solid Supplier Quote Configuration Management practices, as the Supplier Quote Instances tracked within such Supplier Quote Inventories act as Configuration Items (in Target and/or Dependency form) for key Configurations (Supplier Quote Management Configurations or otherwise).
Inventories are also used for solid decision making. Good decisions, either strategic or tactical, are made based on having good Data and Information. And, good Data and Information only come from taking the time to follow best practices associated with Inventory Management. It's only through building such Inventories that an enterprise can achieve solid Supplier Quote Management Business Intelligence and Reporting.
Also, it's these very same Inventories that act as the foundation for understanding and managing Total Cost of Ownership (a.k.a. "TCO") for Supplier Quote Management. Without such Inventories, trying to understand your costs can be nothing more than uneducated guessing.
The obvious place to start is with Supplier Quote Inventories and then move on to surrounding Inventories that are directly and indirectly related to Supplier Quote Management.
Additionally, there are many other types of Inventories that are common and important to Supplier Quote Management, which include but are not limited to examples such as:
If you and/or your enterprise are not collecting and maintaining such Inventories, you're probably considered to be very low on the efficiency and effectiveness maturity scale.
It's important to keep in mind that collecting and managing Supplier Quote Management Inventories is something that should be performed across all phases of Supplier Quote Management Lifecycle and across all Environments (i.e. Supplier Quote Management Environments). Both are considered to be very important Best Practices. For example, you and/or your enterprise cannot get a complete understanding of Supplier Quote Management costs or impacts without knowing all related Inventory Items in all environments. And, tracking across all lifecycle phases gives a temporal perspective that is important for things like problem analysis, historical reporting, and the reconstruction of state (i.e. Configuration Management).
NOTE: Supplier Quote Management Inventories are also important for other enterprise functions, such as Architecture and Design. Such Inventories represent the foundation for understanding an enterprise's Current State and are critical for planning Future State and any related strategies, roadmaps, and transition plans for facilititating change.
Building environments that are specific to and for the discipline known as Supplier Quote Management is no different than doing so for any other discipline area. The reader should, therefore, refer to the IT Environment Framework to understand such environments.
As with any professional Discipline, the place to start with when dealing with Supplier Quote Management specific metrics is with standard metrics categorizations. Standard Metrics Categorizations, or what are commonly referred to as "SMCs," include but are not limited to...
Supplier Quote Management Quantitative Metrics: Quantitative metrics for Supplier Quote Management often revolve around the "counting" of key constructs that are associated with the Discipline. For example, the number of Supplier Quote Items or Entities that have been Created, Edited or Modified, Copied or Cloned, Destroyed, Archived, Restored, etc. (Note the correlations to key Supplier Quote Management Verbs!). Also, the counts for things like the number of Supplier Quote Management Stakeholders, such as but not limited to Paying Customers, End Users, Employees, Consultants, etc. are also very useful.
Supplier Quote Management Qualitative Metrics: Qualitative metrics for Supplier Quote Management often revolve around concepts such as Supplier Quote Management Defects, Failures, Problems, Incidents, and/or Issues. So, for example, if we were to capture the number of Supplier Quote Management Defects (i.e. their counts) over time, we could do things like see if Defect quantities are going up or down, over time, allowing us to explore that area for things like correlating Causes and Effects.
Supplier Quote Management Time Metrics: When dealing with Supplier Quote Management Time Metrics, there are usually two forms. The first was introduced in the previous paragraph, which has to do with capturing and measuring things like Quantitative or Qualitative Metrics, over time. In this case, we capture other metric categories, over time, with the intent to see how they change and perform, based on modifications to the Supplier Quote Management Operating Environment. The second form of Time related metrics has to do with system or operational performance, such as in the case of how long it takes to process a Supplier Quote Management Request, from the time it is created to the time the Requester gets a satisfactory deliverable that allows him or her to move on with his or her work.
Supplier Quote Management Utilization Metrics: Utilization Metrics specifically have to do with the consumption of Supplier Quote Management specific solutions or deliverables. For example, tracking the number of Supplier Quote Management Service Requests, over periods of time, along with their corresponding Supplier Quote Management Deliverables, allows one to measure how active Supplier Quote Management Services are against other Services that may exist within the Enterprise.
Supplier Quote Management Financial Metrics: As is always the case for any single Discipline, Financial Metrics for Supplier Quote Management always revolve around things like revenue, expenses, and profits, both, for operators of the Service or Services and for consumers of the Service or Services. For example, if a Supplier Quote Management Request is invoked by a Supplier Quote Management Customer (acting as the "Requester"), it becomes important to be able to identify and understand what the cost is to that Customer who is invoking the Request, and it also becomes important to understand why that cost is what it is. In the case of Services that do not yield revenue or profits, measuring costs is a strong way to, at very least, help understand the costs associated with each Service being performed by, within, external to, and for the Enterprise and its Customers.
Note: It's important to understand that, when it comes to metrics, enterprises should take a "Crawl," "Walk," "Run" approach to collecting, working with, and understanding them. That is, you cannot get to complex metrics collection, dissection, analysis, and understanding until you start with basic metrics and slowly work your way to more complex metrics representations.
One of the most important concepts you will learn about Supplier Quote Management (or any Discipline, for that matter) is the notion of implementing the Discipline as an accountable, planned, controlled, transparent, and managed "Service."
In short, Services represent a logically "bounded" and repeatable sets of work types, activities or tasks that are performed by humans and/or machines, with the specific intent to provide outputs or deliverables, in the form of solutions for the requesting Stakeholders who are commonly considered the customers of such Services. In other words, we perform and/or provide a Service to deliver very specific solutions to very specific Stakeholders who are looking for a means to solve a certain problem they have.
A Supplier Quote Management Service is defined as:
"1. A set of solutions, either transactional (i.e. Transactional Supplier Quote Management Services) or dial-tone (i.e. Dial-Tone Supplier Quote Management Services), that are being or have been put in place to yield an intended, controlled, expected, repeatable and measurable set of results or deliverables for Supplier Quote Management specific Customers, Consumers or Clients.
NOTE: Supplier Quote Management Service Consumers or Clients can be either Human Resources or Systems."
All Services, including Supplier Quote Management Services, can be performed manually (i.e. by people), automatically (i.e. by machines such as Computers), or by a combination of the two (i.e. a hybrid that is both manually and automated).
Also, all Services, including Supplier Quote Management Services, can be either transactional or dial tone, in nature.
In the case of Transactional Services for Supplier Quote Management, a Service Request is submitted and that Request is fulfilled as part of a process that is either manual, automated, or a hybrid of both (e.g. a Service to perform maintainance on your Supplier Quote Management System).
In the case of Dial Tone Services for Supplier Quote Management, a Service is expected to be up, running, available, and accessible to an End User so that he/she/it may perform some controlled and highly repeatable function (e.g. a "Supplier Quote Management System" that is up and running all the time).
Supplier Quote Management Service Components: The successful implementation of Supplier Quote Management as a set of Services for your enterprise usually implies that a number of key components have been established to support it. These components are:
Supplier Quote Management Ownership: The most important thing to understand about a Supplier Quote Management Service is that, in order for such a Service to be successful, there must be a clear and accountable Owner for it. That is, there needs to be a very clear and accountable named person or organization that owns and is fully responsible for the Service, all of its sub-Services and, most importantly, all of the Service's "Outcomes." Without clear ownership, Services are almost never successful. And, for those few occasions where Services are successful without clear ownership, you can assume that they're successful because the people working in those Service areas are acting as heroes, or... the those Services are just plain lucky (that kind of luck doesn't last for long).
Supplier Quote Management Service Inputs: There are typically two types of inputs to any Supplier Quote Management Service. The first is what is known as a "Supplier Quote Management Service Request" and the second really represents any and all supporting artifacts that are necessary to support such requests, including but not limited to Data and Information in the form of Documents, either electronic or paper in form. Many would argue that the "money" to pay for the Service execution of the Request would be the third but, for now, we will assume that payment is controlled through the Data and Information provided to the Service Operators, in support of the Request.
Supplier Quote Management Service Outputs: The outputs of any Service are often referred to as the Service's Deliverables. Therefore, the readers should be aware that the terms "Supplier Quote Management Outputs" and "Supplier Quote Management Deliverables" are synonymous and interchangeable. All work performed in any enterprise is, by default, a Service that is being performed for someone else and, therefore, all work or Services yield results. These results are the Service's Outputs or Deliverables and a good Service ensures that such Outputs are appropriately documented to the consumers of said Service. This means that for any given Supplier Quote Management Service Request Type or Category there will be one or more clearly defined and documented Outputs or Deliverables, making it clear to the consumer what he, she, or they will get in response to their Request. This can be as simple as an answer to a question or as complex as the Merger of two enterprises.
Supplier Quote Management Service Levels: Service Levels represent "performance agreements," contractual or otherwise, that dictate how well a Supplier Quote Management Service should perform, most often keeping the Customers, Consumers, Clients or End Users of the Service in mind. Supplier Quote Management Service Levels can come in many forms and are often worked out by the Customers paying for the Services and the Service Providers who sell or provide the Services. In many cases, Service Levels are also self-imposed by the Service Providers performing the Services as a means to set expectations for Service Customers. In short, Supplier Quote Management Service Levels are constraints, limitations, and/or expectations that are tied directly to Supplier Quote Management Service Deliverables. They represent measures for things like quality, efficiency, and cost against said Deliverables or Outputs that allow the consumer of such Services to measure what they actually get against what they expected to get.
A "Principle" is defined as being: "A professed assumption, basis, tenet, doctrine, plan of action or code of conduct for activities, work or behavior." Therefore, we can deduce the definition of "a Supplier Quote Management Principle" to be:
Supplier Quote Management Principle: "1. A professed assumption, basis, tenet, doctrine, plan of action or code of conduct for any activities, work or behavior associated with the Discipline known as Supplier Quote Management."
A "Best Practice" is defined as being: "One or more Activities, Actions, Tasks or Functions that often do not conform with strict Standards and that have evolved, over time, to be considered as conventional wisdom for consistently and repeated achieving Outcomes or Results that can be measured as being equal to or above acceptable norms." Therefore, we can deduce the definition of "a Supplier Quote Management Best Practice" to be:
Supplier Quote Management Best Practice: "1. One or more Supplier Quote Management related Activities, Actions, Tasks or Functions that often do not conform with strict standards and that have evolved, over time, to be considered as conventional wisdom for consistently and repeatedly achieving Outcomes or Results that can be measured as being equal to or above acceptable norms."
The plural form of this term would be "Supplier Quote Management Best Practices."
Common Supplier Quote Management related principles and best practices exist to help achieve higher than average expectations of quality and to ease in the implementation, support, operations, and future change associated with the solutions industry professionals put in place to address the needs of this Discipline and all its related stakeholders.
While this entire document is meant to represent and serve as a set of common principles and best practices for Supplier Quote Management, the following list represents a summary of some very basic examples of what implementers, supporters, and operators of Supplier Quote Management should constantly be working toward:
|Principle or Best Practice||Description|
|Establish and always have very clear Ownership for Supplier Quote Management.||Establishing, publishing and socializing clear Ownership for Supplier Quote Management allows an enterprise and all its Resources, regardless of their geographic location, to assign accountability for all aspects of the Discipline. It also ensures that there's always at least one person that everyone can go to for transparency into the Discipline as well as for handling work that is associated with the Discipline.|
|Always use standard terminology for Supplier Quote Management, in order to standardize communications between stakeholders.||It is often argued that the biggest mistake you can make is to create your own words and/or your own definitions, when communicating with others. There is no place where this is more accurate than in the field of Information Technology. IT Stakeholders make up their own words and definitions far too often, or let their business constituents do so. When you make up words or definitions, or you let others do so, you're creating a grave injustice for your organization. Self invented terminology and grammar often leads to poor communications, which in turn leads to redundancy of solutions, higher complexity of environments, slower delivery times, and much higher costs. Therefore, the IF4IT always recommends that you leverage standard terminology for Supplier Quote Management, whenever possible.|
|Centralization of Supplier Quote related data.||While often impossible to centralize and collocate all Supplier Quote related data and information, especially in a geographically dispersed environment, Supplier Quote Management related stakeholders should always strive to centralize all data and information. The goals are to eliminate data fragmentation, improve source of truth for data, reduce the number of systems needed to support stakeholders, reduce the complexity of solutions, improve usability, and to ultimately reduce the costs associated with Supplier Quote Management.|
|Clearly define, implement, track, and analyze Supplier Quote Management Metrics.||In order to successfully set up the discipline of Supplier Quote Management and its related Services, it is critical to clearly define, track, and constantly analyze Supplier Quote Management metrics. Such metrics include but are not limited to Supply and Demand Metrics (i.e. Operational Metrics), Performance Metrics, Quality Metrics, and Financial Metrics.|
|Transparency of Supplier Quote related data.||Stakeholders should always strive to make any and all Supplier Quote Management data transparent to all other appropriate stakeholders, at a minimum, and often to the entire enterprises. The exception when private user data must be protected. Many stakeholders often make the mistake of treating internal operational data as private or protected. This often creates a data silo and will often lead to internally silo-ed organizations that revolve around such data silos.|
|Do not let "perfection" of Supplier Quote Management solutions stand in the way of "good enough solutions".||Often, Supplier Quote Management stakeholders "overthink" solutions, leading to the impression that best-of-breed or perfect solutions are more effective than "good enough" solutions. Experience tells us that "good enough" is, almost always, the better path to follow. We live in an age where technologies grow old in the blink of an eye. Even the implementation of something that looks perfect, today, will look antiquated, tomorrow. This is especially true if your enterprise doesn't have a long term funding plan and commitment to improvements and upgrades of the solution(s) put in place.|
|Follow industry Standards, Best Practices, and Guiding Principles for Supplier Quote Management, whenever possible".||One of the most common errors many enterprises make is to create solutions from scratch or without the guidance, assistance and/or experience of others who have created such solutions, before them. Whenever possible, the IF4IT recommends that you research existing Standards, Best Practices, and Guiding Principles to avoid the mistakes of others, while also gaining from their successes. Remember, we live in a vast world. Chances are very high that someone else has already experienced the pain you're about to create for yourself. Wise people will always look to learn from such people's experiences before they go down the road of implementing their own solutions.|
|Work toward and maintain a Single Source of Truth (SSoT), whenever possible.||While it may be impossible to truly maintain a Single Source of Truth (SSoT) for all data items at all times, especially in the case where the same data entity or instance enters an enterprise through unique data channels, it is an accepted, industry-wide best practice to always work toward such a goal.|
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