Early outsourcing deals typically reflected the fixed-price model, but today there are many more options. Choosing the right pricing model for your outsourcing contract can be a very difficult task. This Executive Update describes the three basic pricing options for an outsourcing contract, along with the rationale, risks, and management issues behind them.
It is inevitable that your contract will end, naturally through expiration or unnaturally through early termination. Irrespective of the cause of the termination, it is likely that some, or even all, of the services within the contract will not stay with the incumbent service provider. This article discusses how to be better prepared for disengagement and the end of contract.
A SWOT analysis is a tool used for many purposes in business. The acronym stands for strengths, weaknesses, opportunities, and threats. SWOT began as primarily a marketing tool to assess an organization relative to its competitors; today, it has a wider application. This article discusses its use in contracts.
This book is the definitive guide to leveraging the external services market for business advantage. Based on 30 years of combined research into over 2100 organizations and advisory engagements throughout Europe, the Americas, Asia Pacific and Africa, three world authorities detail the frameworks, lessons and practices that inexorably produce high performance.
They pinpoint the who, where, and how of leadership, establish the strategic agenda and configure the outsourcing arrangement, how to manage across the outsourcing lifecycle, the vital client and supplier capabilities needed, how partnering evolves, and its real attributes, how clients innovate through outsourcing, and how they harness offshoring effectively.
Up to date, with on-line follow-on materials to address market changes, this book provides the most authoritative single-source handbook for practitioners who want to be at the top of their game.
Organisations that have the CEO and a multidisciplinary team involved in sourcing strategy and supplier configuration make more effective decisions. In this report we focus on the supplier selection process and acquiring the right supplier competencies and people. Our research consistently shows that where these supplier capabilities are absent, CEOs leave themselves exposed to significant problems –however good the strategic thinking was, and however strong the contract drawn up.
Outsourcing – properly planned, resourced and managed – can deliver significant competitive advantage to companies and organisations in all sectors. However, this is only when the CEO plays a key role – taking crucial strategic decisions, creating vital capabilities, putting in place integrated management processes and applying effective monitoring and evaluating mechanisms.
Fifteen years’ worth of research into information technology and business process outsourcing has produced a basic body of knowledge about outsourcing. But the focus has now shifted to what makes one outsourcing deal more successful than another. In this paper we show that overall strategic business intention must determine the nature of the relationship and the contract.
The outsourcing enterprise
Fifteen years’ worth of research into information technology and business process outsourcing has produced a basic body of knowledge about outsourcing. But the focus has now shifted to what makes one outsourcing deal more successful than another. In this paper we show that overall strategic business intention must determine the nature of the relationship and the contract.