The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
SLA Adherence Rate
This is about how well our assigned vendors stick to the Service Level Agreements we have with them. Think response times, resolution rates, and processing accuracy.
Target · Maintain 90% average SLA achievement across your assigned vendors/processes. If your vendor handles 1,000 customer queries a month, and the SLA says 95% must be resolved within 24 hours, you'll track that. If it drops to 88%, that's a red flag you need to investigate.
Vendor Performance Reporting Timeliness & Accuracy
Making sure all the regular performance reports from your vendors are not only on time but also correct. No one wants to see a report with last quarter's data or obvious errors.
Target · Deliver 100% of monthly/quarterly vendor performance reviews on schedule, with less than 2% data discrepancies. You'll be expected to have the Q3 vendor review deck ready for your manager by the 5th of October, pulling data from various sources and double-checking it for errors before it goes out.
Routine Issue Resolution Time
How quickly you can get a handle on and sort out the day-to-day problems that pop up with vendors. Things like a small process glitch or a data feed hiccup.
Target · Resolve 85% of routine vendor-related issues within agreed-upon timelines (usually 2-3 business days). A vendor's daily report is missing a column. You spot it, raise it with their team, and get it fixed within 24 hours. That counts as a quick, efficient resolution.
Cost Variance Analysis
Comparing actual vendor spend against the budgeted amount for your assigned processes. It's about spotting where we're spending more or less than expected.
Target · Identify and explain variances exceeding ±5% for your assigned cost centres monthly. You notice the invoice for our claims processing vendor is 8% higher this month than budgeted. You'll need to dig into why – maybe higher volume, or an 'out-of-scope' charge – and explain it to your manager.
Vendor Relationship Health (Operational Level)
This isn't about being best mates, but about having a professional, open working relationship with your day-to-day vendor contacts. Can you have honest conversations about performance?
- You're seen as a reliable point of contact by vendor operational teams. They come to you with minor issues before they escalate. Your manager doesn't have to step in to resolve routine disagreements. You'll get feedback from internal teams on how easy it is to work with the vendors you manage.
Proactive Problem Identification
It's not just about fixing problems, but spotting them before they become big headaches. Can you see a trend in the data that suggests a future issue?
- You bring potential issues to your manager's attention before they impact service delivery. You propose solutions, not just problems. For example, you might notice a gradual dip in a vendor's quality scores and flag it as a risk, rather than waiting for it to breach an SLA.
Process Improvement Suggestions
Looking for ways to make things better, both internally and with our vendors. Are you just following the rules, or are you thinking about how to optimise?
- You regularly suggest small tweaks to processes or reporting that could save time or improve accuracy. You actively participate in discussions about how to streamline vendor interactions. You might propose a new way to collect data that makes reporting easier for everyone.
Knowledge Sharing & Documentation
Making sure what you learn isn't just in your head. Can others pick up where you left off if you're on holiday? Are you helping new starters get up to speed?
- Your documentation for vendor processes is clear and up-to-date. You're happy to explain things to new team members. You contribute to our internal knowledge base, making it easier for everyone to find information about our vendors and processes.
