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Modern businesses increasingly depend on a wide array of digital vendors, including SaaS applications, payment gateways, analytics platforms, and outsourced digital services. These vendors no longer sit at the periphery of operations; they shape how firms sell, serve, analyse, automate, and innovate. As digital transformation deepens, the vendor landscape becomes more complex, distributed, and strategically consequential. Many firms still manage digital vendors through fragmented ownership structures, with procurement, IT, finance, marketing, operations, and business units each controlling different vendor relationships. This siloed approach produces integration debt, uncontrolled spending, duplicated functionality, weak renewal discipline, and fragmented data flows. It also increases dependency on external platforms and service providers whose pricing, APIs, data policies, and continuity risks can directly affect firm performance. The objective of this article is to develop a Digital Vendor Portfolio Framework that enables firms to coordinate and govern all digital vendors as an integrated strategic portfolio. The framework treats digital vendors not as isolated contracts but as interdependent assets, risks, and capabilities. It provides a governance logic for mapping vendor roles, identifying dependencies, monitoring performance, and aligning external digital resources with business strategy. The proposed framework addresses coordination for SaaS providers, payment platforms, analytics tools, and outsourced digital services. It identifies governance mechanisms for each vendor category and outlines how portfolio mapping, contractual safeguards, technical integration, relational governance, and performance dashboards can reduce complexity. The article argues that proactive digital vendor portfolio management is now a strategic imperative for firms seeking efficiency, data integrity, resilience, and control.