Next Generation Approaches – Why Smart Buyers should Abandon the Traditional Approach to Sourcing Outsource World ,17th Ap...
Traditional Drivers <ul><li>Operational cost savings </li></ul><ul><li>Avoidance of capital expenditure </li></ul><ul><li>...
<ul><li>Define requirements (usually in terms of the present/past – i.e. ‘As is’) </li></ul><ul><li>Publish these and look...
<ul><li>BPO Market is now maturing: </li></ul><ul><li>More players </li></ul><ul><li>Providers are more selective </li></u...
<ul><li>Improved service quality </li></ul><ul><li>Flexibility </li></ul><ul><li>Compliance </li></ul><ul><li>Operational ...
Prepare Transform Transition Create Implement Perform Risk and Value Defined Small Project footprint Risk  Managed Risk an...
Advisor Client Traditional Resource Profile
<ul><li>Planning is critical to control of risk – even when there is pressure to move quickly. The overall elapsed time wo...
<ul><li>The business case will define the value expectations from the initiative – but these will not deliver themselves. ...
<ul><li>Strategy-led: starting with the future in mind. </li></ul><ul><li>Expert-driven: lean, fast and focused on what is...
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Next Generation Approaches: Why Smart Buyers should Abandon the Traditional Approach to Sourcing

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The traditional approach to sourcing, involving only a cursory look at the overall strategy before diving into the transaction (build or buy), is now being recognised as not being ‘fit-for-purpose’. This presentation looks at the new drivers for change, and provides some tips on how to move forward.

For more information, please go to www.8020i.co.uk .

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Next Generation Approaches: Why Smart Buyers should Abandon the Traditional Approach to Sourcing

  1. 1. Next Generation Approaches – Why Smart Buyers should Abandon the Traditional Approach to Sourcing Outsource World ,17th April 2008
  2. 2. Traditional Drivers <ul><li>Operational cost savings </li></ul><ul><li>Avoidance of capital expenditure </li></ul><ul><li>Removal of distraction from core business focus </li></ul>
  3. 3. <ul><li>Define requirements (usually in terms of the present/past – i.e. ‘As is’) </li></ul><ul><li>Publish these and look for qualified organisations to deliver (RFI – PQQ) </li></ul><ul><li>Invite qualified organisations to bid against requirements (RFP – ITT) </li></ul><ul><li>Select short list of 2 or 3 – undertake more detailed presentations and negotiations </li></ul><ul><li>Negotiate an SLA and Contract </li></ul><ul><li>Transition work </li></ul>Traditional Sourcing Approach
  4. 4. <ul><li>BPO Market is now maturing: </li></ul><ul><li>More players </li></ul><ul><li>Providers are more selective </li></ul><ul><li>New commercial models are emerging </li></ul><ul><li>More focus on ‘should be’ processes </li></ul><ul><li>Increased sophistication of pricing models and performance management methods </li></ul><ul><li>Multi-source deals requiring provider collaboration and sophisticated coordination </li></ul><ul><li>Balance between economic and cultural factors </li></ul>
  5. 5. <ul><li>Improved service quality </li></ul><ul><li>Flexibility </li></ul><ul><li>Compliance </li></ul><ul><li>Operational cost savings </li></ul><ul><li>Avoidance of capital expenditure </li></ul><ul><li>Removal of distraction from core business focus </li></ul>New Drivers
  6. 6. Prepare Transform Transition Create Implement Perform Risk and Value Defined Small Project footprint Risk Managed Risk and Value Validated Large Project footprint Value Realised Perform Risk, Value and Resource Profile
  7. 7. Advisor Client Traditional Resource Profile
  8. 8. <ul><li>Planning is critical to control of risk – even when there is pressure to move quickly. The overall elapsed time won’t be increased by spending more time on strategy. </li></ul><ul><li>A robust business case addressing all the drivers is key. This must be continually updated during the process. </li></ul><ul><li>All stakeholders must be engaged from the outset. </li></ul><ul><li>‘ Legislate for success ’© – spend more time on how relationships should develop and performance management will be optimised – less on penalty regimes and ‘step in’ rights. </li></ul>
  9. 9. <ul><li>The business case will define the value expectations from the initiative – but these will not deliver themselves. </li></ul><ul><li>It’s easy to write ‘Services will be rationalised, processes transformed and technology optimised’. Achieving it is a another thing. </li></ul><ul><li>Change Management aspects are harder still. Why will the workforce support the change? </li></ul><ul><li>A sourcing strategy must contain a realistic analysis of how value will be realised and how the client can influence this. </li></ul>
  10. 10. <ul><li>Strategy-led: starting with the future in mind. </li></ul><ul><li>Expert-driven: lean, fast and focused on what is critical to success. </li></ul><ul><li>Methodology-enabled: but not prescriptive. </li></ul><ul><li>Enabling & empowering: by transferring knowledge, skills, tools & methods. </li></ul><ul><li>www.8020i.co.uk </li></ul>Evolution of sourcing advice:

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