Is your organisation resource-intensive or resource-effective? The vendor management challenge facing fund managers is an unintended consequence of the continuous onslaught of regulatory change in fund management. FE fundinfo analyses this area of expertise.

对于参与执行PRIIPS和MIFID II的任何人，现在超过两年者，您将难以欣赏任何美好的回忆。这是欧洲基金经理和基金经销商的庞大任务，以满足2018年1月的截止日期，考虑到（原始）MIFID模板和PRIIPS儿童的数据要求规模。

The onslaught of regulatory change has been consistent since and the pressure has mounted on fund managers and distributors to find suitable vendors to help support in house operations teams and meet regulatory obligations. Add to that the upward pressure on costs, changing investor demands, and the need to focus on your core expertise, you end up with a growing list of solution providers, from data vendors, to fund administrators, compliance consultants, and IT/technology vendors just to keep the business rolling.

Be resource-effective, not resource-intensive

Organisations often end up with a mix and match approach, both running some operational activity in house and outsourcing others. Indeed, you may have an active vendor management program in which you deliberately diversify supplier selection to mitigate risk, despite overlapping vendor capabilities. On the contrary, you may not have made these decisions strategically and have therefore ended up with a muddled network of vendors who only add to someone’s headache in your operations, technology or data teams as they try to patch the gaps between siloed systems and solutions.

The current environment has highlighted the critical dependencies of fund managers on their vendors and the need for a robust vetting process. Business continuity planning extends far beyond the inner workings of an organisation to any vendor or partner playing a part in the value chain. Whether they are connected by technology or a business relationship, there is a link between vendors and your bottom line.

如果您不断地修补与手动解决方法和从一个部门传递给另一个部门的电子表格的数据差距，或者从一个供应商到另一个供应商，您是否真正优化了您的内部资源并获得了您预期的运营效率？

进行初始尽职调查是主流，但您多久审查您的供应商？是的，您可能已根据您认为当时的关键标准选择最佳供应商。但事情发生了变化。

Transparent online tracking tools that allow you to monitor service metrics, SLA’s, active engagement in quarterly business reviews are just some of the ways you can ensure your objectives not only align with your vendors, but to ensure their capabilities continue to match your expectations and needs going forward.

Quite simply, it’s important to continuously monitor and assess your vendor ecosystem as your business evolves.

更少，更多？

基金管理的供应商管理挑战是真实的，并且可能会留下来。这是一个减轻风险和确保您的供应商促进增长的问题，而不是禁止它。巩固您的供应商名单并以更具战略层面合作和供应商合作的一些主要利益。金博宝188备用地址

如果您面临艰难的预算削减并且需要节省时间，您的资源更好地置于管理少数战略供应商而不是许多战略供应商。供应商可以提供比您已经委托给他们的那些更远的能力。对您的业务的预先了解也在形成强大的基础方面发挥关键部分，以帮助您将这种关系扩展到其他领域。

By doing so, you also increase your buying power. The interdependency between both parties opens the door to more strategic discussions that play to your requirements and the development of your vendor’s capabilities as they support your business objectives.

通过下一个版本的欧洲MIFID模板迫在眉睫和进一步的PRIIPS在地平线上发生变化，您是否有信心您今天有权供应商生态系统，以便为您提供支持吗？

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