Goal

What the client needed to achieve

A large healthcare organization had an unmanageable number of vendors and no consistent infrastructure to manage performance, financials, or contract fulfillment. Limited visibility into vendor counts and resource allocation made it difficult to understand how vendor activity was distributed or controlled. The client needed to define an operating model and implement mechanisms to strengthen the vendor base while establishing sustainable oversight, performance management, and financial transparency.

Results

Structured delivery, measurable outcomes

Delivery

How Sendero delivered

Sendero partnered with the vendor management office (VMO) to define and operationalize a comprehensive vendor management model. The team established structured workstreams across financial, performance, contract, and resource management. Sendero led the development of a scalable data model and dashboard, enhanced vendor management tools, and defined core processes to enable consolidation and sustain long-term visibility and control.

Highlights:

• Assessed vendor count, resource distribution, and spend to discover the core problem
• Built and operationalized a data model and dashboard to provide ongoing visibility
• Supported vendor tool selection and ongoing management
• Defined core processes, including a vendor service transition framework
• Enabled vendor consolidation and established mechanisms to sustain future savings

Practice

Building a foundation for sustainable vendor management

Sendero experts established an operating model and supporting systems that enabled adaptability as the organization evolves. With improved visibility, defined processes, and stronger governance in place, the client was positioned to manage vendor performance and spend more effectively. The continued engagement reflects the durability of the solution and its value as a foundation for ongoing optimization.

Key Contacts

Amy Goad

Managing Director, Consulting

Read bio