ATLAS / DVAG relies on a wide range of external service providers across key areas of its IT and infrastructure landscape. Over the years, this had evolved into a complex ecosystem that was difficult to manage, characterized by inconsistent contractual arrangements, shifting responsibilities, and significant dependence on individual providers. Vendor management was often reactive, while transparency around services, costs, and risks remained limited.
At the same time, the pressure for change increased significantly. Regulatory requirements became more demanding, the IT landscape grew more complex, and expectations for stability, speed, and service quality continued to rise—both internally and externally. It became clear that vendor management could no longer be treated as a supporting function, but needed to become a core organizational capability.
Over the course of three years, a company-wide vendor management framework was developed and gradually embedded across the organization. The starting point was the creation of a clear target operating model for managing external providers. Building on this, standardized governance principles, clearly defined roles and responsibilities, and consistent processes were established across the entire vendor lifecycle—from demand definition and procurement to service delivery and provider exit.
At the same time, key roles such as Provider Managers and Service Managers were introduced and developed. Standardized artifacts, governance forums, and decision-making routines ensured that vendor management became transparent, consistent, and scalable—without creating unnecessary bureaucracy. What had once been an isolated operational topic evolved into a lasting organizational capability.
The greatest impact, however, came from the cultural transformation. Goal-setting, performance reviews, and issue resolution with service providers became a normal part of day-to-day management. Dependencies were made visible and managed consciously. The organization shifted from implicit reliance and workarounds to clear governance, accountability, and a stronger focus on outcomes.
Today, ATLAS / DVAG has a stable and scalable vendor management capability that enables change instead of slowing it down. External partners are selected strategically, managed proactively, and aligned with the organization’s overall objectives. It is a strong example of how sustainable governance emerges when structure, clarity, and cultural development are addressed together.
