management processes of the TOM, since these processes are inherent in any resource management process, as opposed to a 9 Telemanagement Forum: eTOM separate process layer. The RMO processes thus manage the complete service provider network, sub-network and information technology architectures. eTOM differentiates day-to-day operations and support from planning and development and other strategy and lifecycle processes. In the TOM, these resource layer processes were not differentiated or were not addressed. Supplier/Partner Relationship Management (SPRM) supports the core operational processes, both the customer instance processes of FAB and the functional oper- ations processes. SPRM processes align closely with a supplier or partner's CRM processes. The inclusion of SPRM in eTOM is one of the key ways in which eTOM dif- ferentiates itself from the vertically integrated enterprise framework of the TOM. SPRM processes define a direct interface with the appropriate lifecycle, end-to-end customer operations or functional processes with suppliers and partners. The processes include issuing RFPs as part of the buy process, issuing purchase orders and tracking them through to delivering, handling problems, validating billing and authorizing payment, and also quality management of suppliers and partners. When the enterprise sells its products to a partner or supplier, it does so via the enterprise CRM processes, which act on behalf of the supplier/enterprise. The TOM addressed other providers merely by showing "Other Providers" as pro- viding inputs or receiving outputs. 9.4 eTOM Strategy Infrastructure and Product Processes Referring back to Figure 9.2, we will first discuss vertical groupings of the SIP processes and then the horizontal groupings. 9.4.1 SIP Vertical Process Groupings The strategy and commit processes along with the two-lifecycle management process groupings, are shown as three vertical end-to-end process groupings (see Figure 9.5). The strategy and commit processes provide the focus within the enter