|
For many public sector organizations, choosing the most effective source of support for their mission has become increasingly problematic, chiefly due to the volume of procurement, fragmentation of suppliers, and inefficient systems/process used to track those procurements.
|
|
| First consider the volume of procurement
in the federal government alone:
- Spending on professional, administrative, and management support services
rose from $12.9 billion in fiscal year 1991 to $20.3 billion in fiscal
year 2001, a 58% increase.
- IT services spending increased from $4.5 billion in fiscal year
1991 to about $15.8 billion in fiscal year 2001, a 251% increase.
Second, as technology and service providers handle greater proportions
of the government's workload, public sector organizations face a serious
management and personnel challenge: downsized, under equipped acquisition
and procurement officers.
Third, government buyers face the challenge of harnessing the power of
an overwhelming assortment of choices in vendors. For example, there are
223,805 active vendors currently in the Government's central contracting
database.
While there are firms that perform technology vendor analysis and firms
that follow the government marketplace, no firm provides the public sector
with the tailored information it needs to make better decisions in how
it selects and manages technology and business services. Pivotal works
to fill this void and improve the way government and industry work together.
|
|
