Fuel Management Project Vendor Evaluation
STRATEGIC PARTNER INDEX EVALUATION
TO THE RESULTS PAGE
To evaluate a vendor, click a box and select "Yes" or "No" from the drop-down menu. The drop-down menu will only appear when the cell is active.
RESPONSIVENESS
VENDOR NAME VENDOR NAME VENDOR NAME VENDOR NAME VENDOR NAME VENDOR NAME VENDOR NAME VENDOR NAME VENDOR NAME VENDOR NAME #1 (TYPE IN) #2 (TYPE IN) #3 (TYPE IN) #4 (TYPE IN) #5 (TYPE IN) #6 (TYPE IN) #7 (TYPE IN) #8 (TYPE IN) #9 (TYPE IN) #10 (TYPE IN)
Delivers consistently against expectations Yes Escalates issues responsively to appropriate representatives within our respective organizations Yes Capabilities keep pace with my organization’s evolving needs, such as global expansion Yes Responds effectively to ad hoc needs and requests that fall outside contract parameters Yes Demonstrates continuous improvement and works toward improvement goals and metrics Yes Customizes product set and features to meet my organization’s specific needs Yes Aligns pricing with our specific situation/condition transparently and logically Yes % YES RESPONSES RESPONSIVENESS STRATEGIC PARTNER INDEX SCORE
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TRANSPARENCY Demonstrates strong R&D/innovation capabilities and thought leadership Yes Shares technology roadmap Yes Provides stable sales force and account representation Yes Assesses how our respective technology roadmaps align with our organization’s strategic visions Yes Provides open and honest communication during all phases of the relationship Yes Demonstrably understands my business and is invested in continuing to learn my business Yes Provides free, relevant advice to reduce costs, increase benefits or innovate, with our technology Yes % YES RESPONSES TRANSPARENCY STRATEGIC PARTNER INDEX SCORE
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COLLABORATION Integrates effectively with our suppliers, customers and other vendors Vendor’s staff acts as a seamless extension of our own IT staff Is open to agreements that feature results-based incentives Collaborates on new features or products for our mutual benefit Is open to entering into joint ventures with shared risk and reward Suggests and brokers third-party vendor partnerships that provide additional value to us % YES RESPONSES COLLABORATION STRATEGIC PARTNER INDEX SCORE OVERALL STRATEGIC PARTNER INDEX SCORE
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7/26/2012
BACK TO THE EVALUATION
Responsiveness SPI Score Transparency SPI Score Collaboration SPI Score OVERALL SPI SCORE
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USE THE STRATEGIC PARTNER INDEX EVALUATION
The Strategic Partner Index (SPI) from the CIO Executive Council will empower you to assess and compare your IT vendors' performance as--and progress toward becoming--strategic partners. A "strategic partner" is a strategically important vendor that has gone beyond effective delivery of systems and services to become a consistently transparent, responsive and trusted collaborator in creating value for your enterprise. You can compare multiple vendors on 20 criteria, within three critical pillars of Strategic Partnership (Responsiveness, Transparency, and Collaboration). These criteria, with relative weights based on complexity and potential impact, were developed and vetted by Council member CIOs. Simply choose yes or no in the drop-down menu for each partnering criterion, and a Strategic Partner Index score from 0 to 10 will be automatically calculated based on the relative weights. On "Results Page" tab, you can get a side-by-side summary of Strategic Partner Index scores across vendors. METHODOLOGY The SPI score is a result of weighting the various partner actions to reflect their relative complexity and potential impact on value – with weightings of 1, 2, and 4, respectively. For example, the action “Escalates issues responsively to appropriate representatives within our respective organizations,” was considered table stakes by CIOs, and given a weighting of 1. Meanwhile, “Is open to entering into joint ventures with shared risk and reward,” was considered a highly complex and potentially valuable activity, and was given a weighting of 4. (See below for the full list of weightings for all criteria.) Given these weightings, the maximum amount of points that any vendor could receive was 45 total, across the 20 criteria. For each vendor, the Strategic Partner Index score was calculated by converting the percentage of the total possible points into number from 0 to 10. For example, if a vendor received 15 points out of 45 total, it would have an SPI percentage of 33.3 percent, and an SPI score of 3.33. Partner Actions and Corresponding Weighted Values A weighting of one (1) means the action is relatively simple and low in its potential value contribution to the partners • Capabilities keep pace with my organization’s evolving needs, such as global expansion • Delivers consistently against expectations • Demonstrably understands my business and is invested in continuing to learn my business • Demonstrates strong R&D/innovation capabilities and thought leadership • Escalates issues responsively to appropriate representatives within our respective organizations • Provides open and honest communication during all phases of the relationship • Shares technology roadmap A weighting of two (2) is for actions that are more complex and have a higher potential value contribution • Aligns pricing with our specific situation/condition transparently and logically • Assesses how our respective technology roadmaps align with our organization’s strategic visions • Customizes product set and features to meet my organization’s specific needs • Demonstrates continuous improvement and works toward improvement goals and metrics • Integrates effectively with our suppliers, customers and other vendors • Provides stable sales force and account representation • Responds effectively to ad hoc needs and requests that fall outside contract parameters A weighting of four (4) is reserved for actions that are most complex and have the highest potential payoff • Collaborates on new features or products for our mutual benefit • Is open to agreements that feature results-based incentives • Is open to entering into joint ventures with shared risk and reward • Provides free, relevant advice to reduce costs, increase benefits or innovate, with our technology • Suggests and brokers third-party vendor partnerships that provide additional value to us • Vendor’s staff acts as a seamless extension of our own IT staff
CIO EXECUTIVE COUNCIL SPI ADVISORY BOARD -Shawn Anderson, Senior VP, Chief Procurement Officer, First Data -Ray Barnard, VP and CIO, Fluor -Ryan Bateman, Director of Technology, Sands Capital Management -Arun Kumar Bhaksara-Baba, VP, Global IT Risk Management, Johnson & Johnson -Steven Birgfeld, CIO, Hostess Brands -Larry Bonfante, CIO, United States Tennis Association -Paul Brady, VP and CIO, Arbella Insurance Group -Luann Bridges, Director Business Operations, CBS -Bill Brown, VP and CIO, Avid Technology -Brandon Brown, CIO, Trident Marketing -Frederic Chanfrau, Senior VP IT Regions, Information, Process and Organization, Schneider Electric -James Clent, CIO, United Orthopedic Group -Randy Gaboriault, CIO/VP IT, Christiana Care Health System -David Gift, Vice Provost, Libraries and IT Services, and CIO, Michigan State University -James Gaulke, VP of Information Technology, PDC Energy -Ken Grady, CIO, Director of IT, New England Biolabs -Joshua Jewett, Senior VP, Information Technology, and CIO, Family Dollar Stores -Raj Kushwaha, former CIO and Business Transformation, Zimmer Holdings -Charlotte Klock, Senior IT Executive Director, Chief Information Security and Privacy Officer, University of California, San Diego -Mark Kocour, Associate Principal, ZS Associates -Vince Kellen, CIO, University of Kentucky -Leonard Law, CIO, W.P. Carey & Co. -Mujib Lodhi, CIO, Washington Suburban Sanitary Commission -Ralph Loura, VP, CIO, Clorox -Jackie Lucas, VP and CIO, Baptist Healthcare System -Bill McCorey, Senior VP, Universal Parks and Resorts -Ken Piddington, CIO, Global Partners -Sandy Rasel, VP and CIO, Perdue Farms -Jeff Steinhorn, CIO, Hess -Michael Whitmer , former Global CIO, Hudson Global USE THE STRATEGIC PARTNER INDEX EVALUATION