Gartner IT Scorefor Sourcing& Procurement
Sample report excerpt© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GTS_1085902

Meet Gartner IT Score
Introduction to Gartner IT Score for Sourcing & Procurement
Functional leaders use Gartner IT Score for Sourcing & Procurement to measure the maturityof their function in key activities, prioritize areas of improvement and plot the function’s path
to improvement. This is an excerpt from a full report, which provides detail on a wide rangeof functional activities. Gartner IT Score for Sourcing & Procurement covers 11 functionalactivities across 4 functional objectives.

Here’s how it works
1. Measure the performance of the functionin terms of:	• Maturity. We ask a series of yes/no questions
about how your function approaches andexecutes each one of a range of key activities
and objectives specific to your function.
• Importance. We ask you to indicate how
important each of those activities is for yourfunction to meet its enterprise objectives.

2. Prioritize.
• S
 ee your maturity levels at a glance. On asimple bar graph, we plot the maturity levelof each activity and its importance — andyou get your first glimpse of where maturity
and importance aren’t aligned. For example,
your function may be highly mature in
activities that aren’t very important to driving
business priorities or highly immature in
activities that are.
• S
 ee your priorities in rank order, based on
those gaps between maturity and importance.
Immediately you can see what should be
your highest priorities for improvement
if your function is to drive business goals
effectively. You also see which activities
need less attention.

Read on for more insights and recommendations you might receive on an individual activity.
A complete report shows you the current status and improvement path for all activities andobjectives in your function.
© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GTS_1085902

3. Improve. We provide you with steps to takeon your path to improvement in whatever
activities the data shows to be the biggest
significant opportunities for improvement.
• “ A Pathway to Maturity” lists action steps
required to reach the next level in eachspecific activity.
• R ecommended related resources provide
associated insights. In some cases, a Gartner
advisor delivers the report and helps withprioritization and action planning.

How mature are your functional activities?
Gartner IT Score for Sourcing & Procurement benchmarks your self-assessment toprovide you with a current maturity score by activity.
Manage theFunction
3

EngageBusiness & IT
Stakeholders
3+

ManageOperations
4-

Develop andManage Talent
3+ManageObjectives &Organization
3

Develop & MaintainSourcing Strategy
3+Manage Vendor
Spend Data
4-Attract & HireTalent
2

Develop & MaintainPolicy
3

Communicate
Value Proposition
3

Manage IT
Procurement
Technology
4

Access & Review
Talent3+

ManageAcquisition
Process4

Develop Skills &Competencies
4+

Low Maturity

Not Assessed

MeasurePerformance& Value
3+

High Maturity

Medium Maturity

Maturity: Measured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced
an organization’s development is in a functional activity relative to Gartner’s best practice research.
Maturity scores are refined with a (+) or (-) to indicate intermediate levels of maturity.
The set of activities as mapped here is subject to change.

Source: Gartner© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GTS_1085902

High Maturity
Medium Maturity
Low Maturity
Not Assessed
n=2ured on a scale ranging from 1 (Low) to 5 (High), maturity measures how advanced an organization’s development is in a functional activity relative
st practice research. Maturity scores are refined with a (+) or (­) to indicate intermediate levels of maturity.

How do maturity and importance compare?

nExecutive Summary

Path to Maturity

Gartner IT Score for Sourcing & Procurement plots your benchmarked maturity
score against the importance you assign to that activity in terms of its criticality
for your function to meet enterprise business objectives.

Next Steps

Appendix

Maturity and Importance Compare?

Select Findings
Lowest Maturity• Develop & MaintainPolicy•	Attract & Hire Talent•	Develop& Maintain Policy

Proposition• Manage Objectives & Organization•	Communicate Value
Proposition•	Manage Objectives &OrganizationnHighestImportanceHighest Importance••	
DevelopSkills&& Competencies•	Manage Vendor• ManageVendor Spend Data
Develop Skills
Spend Data
• Develop& Maintain Policy• Manage Acquisition ProcessCompetencies• Develop & Maintain Policy•	Manage Acquisition Process

red on a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the overall
ur function in meeting its business objectives. Please refer to appendix section for scores.

nSource: Gartner© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GTS_1085902

Executive Summary

Path to Maturity

Next StepsAppendix

a scale ranging from 1 (Not Important) to 5 (Most Important), Importance measures how important each functional activity is to the ove
ion in meeting its business objectives. Please refer to appendix section for scores.

What are the high-priority areas for your function?
Executive Summary

Path to Maturity

Next StepsAppendix

Gartner IT Score for Sourcing & Procurement rank-orders your improvement priorities, based on
the gap between maturity and importance. The Activity Priority Index (API) identifies where thefunction is less mature in activities of greater importance. A higher API score indicates a greaterpriority to the organization.

he High Priority Areas for Your Function?

ex identifies where the function is less mature in activities of greater importance.

Highest Priority• Attract & Hire Talent• Develop & Maintain Policy• Manage Objectives & Organization and more activities

cyganization and more activities

Lowest Priority• Manage IT Procurement Technology

LowestPriority• Develop & Maintain Sourcing Strategy• ManageIT procurement Technology• Manage Acquisition Process• Develop & Maintain Sourcing Strategy• Manage Acquisition Process* Activity Priority Index: Activity Priority Index (API) for an activity is computed as
average importance minus maturity multiplied by its average importance.

Source: Gartnervity Priority
Index (API) for an activity is computed as average importance minus maturity multiplied by its average importance. A highe© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GTS_1085902
ndicates a greater priority to the organization.

Introduction

Executive Summary

Path to Maturity

Next Steps

AppendixHigh
Priority Area:
ManageObjectives&&Organization
High-priorityarea:
ManageObjectives
Organization
Score for Sourcing& Procurement
nextpurpose,steps for eachindividual
activity, based onHowGartner
the ITITprocurement
functiondefines provides
its overallgoals,and approachcurrent and desired state.
Path to Maturity
Path to Maturity
Start doing the following to achieve
the next level of maturity:

Level 5

• Develop IT procurement missionand charter.
• Update IT procurement objectives
annually.

Level 4Document IT
procurement
mission andcharter

Provide IT
procurement
support throughdedicated staff

Define IT
procurement
objectives• Document IT procurement
accountability and responsibility.
Level 3

Level 2

Level 1Adopt IT
Adopt ITprocurement
procurement
objectives perorganizationalchanging businessmodel as neededneeds

Update IT
procurement
objectives
annually

Document ITprocurement
accountabilityand responsibility

Provide IT
procurement
support on an ad
hoc basis without
defined objectives

There are no
defined IT
procurement
objectives andorganization

Introduction

Executive Summary

Path to Maturity

Next StepsAppendix

Manage Objectives & Organization – Recommended Resources
Featured Resources
Source: Gartner• Procurement
Framework— Develop
Effective
Governance Processes to Drive Procurement Transformation© 2020 Gartner,
Inc. and/or its affiliates.
All rights reserved.
CM_GTS_1085902
This Toolkit provides SPVM leaders examples of the structure and components required for business­aligned procurement governance processes• The Technology Procurement Leader's First 100 Days
SPVM leaders focused on procurement must build the foundation for success during this pivotal point in their role.

Page 17 / 49

Manage Objectives & Organization
Sample recommended resources

Featured resources
Procurement Framework — Develop Effective Governance Processes to Drive
Procurement Transformation
This Toolkit provides SPVM leaders examples of the structure and components
required for business-aligned procurement governance processes.
The Technology Procurement Leader’s First 100 Days
SPVM leaders focused on procurement must build the foundation for success during
this pivotal point in their role.
Technology SPVM Need a Center of Excellence to Be Digital­-Business-­ReadyTo become trusted advisors, sourcing, procurement and vendor management leaders
must adopt an engagement model focused on enabling business outcomes.
Toolkit: Template for Establishing or Evolving a Technology Procurement
Mission and Charter
This research will show SPVM leaders how to use a center of excellence to support
their transformation to a more­agile operating model.

© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GTS_1085902

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© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GTS_1085902