Most good outsourcing contracts require the customer to fulfill only two primary obligations: protect the vendor’s intellectual property and to pay for services in a timely manner. While most buyers have little challenge with upholding it’s confidentiality obligation, vendors universally will point to timely payment as the number one problem they experience with their customers after implementation. As an executive managing an outsourcing vendor, mundane invoice processing unfortunately gets second billing. The process of paying vendors actually is more strategic than you think - and it is the subject of this article. Read on to learn how to manage this important vendor management process more effectively.
Read the rest of this entry »
Performance management is a fundamental aspect of managerial effectiveness. Establishing clear goals with your boss, peers, and employees is essential. With vendors, you have contractual service level agreements.
At certain points in the year, good managers check-in with their team members to provide feedback on progress to goals. At the end of the year, employees get final reviews - complete with bonuses and merit increases. With vendors, you have the quarterly review - one of the most important tools in a successful vendor manager’s tool belt.
In this article, we review the essential aspects of quarterly reviews.
Read the rest of this entry »
A couple of weeks ago, Phil Fersht kicked off a firestorm of conversation with his Horses for Sources article on HR Outsourcing. We shared our opinion on the topic in our article debating the value of HR Outsourcing.
Well, this week, Jason Busch published his opinion on procurement outsourcing on Spend Matters. Jason is one of the preeminent strategic sourcing, procurement, and spend management experts, and we encourage strategic sourcing and spend management professionals to keep a keen eye on his blog.
In our opinion, the value of procurement is more than the output of it’s processes. Procurement’s specialized category and commodity knowledge, as well as it’s deep relationships with customers that takes years to develop to the high level of trust necessary for business executives to allow procurement to be a strategic partner, are the key fundamental core aspects of “procurement”. Vinnie Mirchandani, of Deal Architect fame, comments on this in his recent article, “Procurement Outsourcing Perspectives“.
We simply do not believe that wholesale procurement outsourcing can realize the value of an internal organization because of the entrenched customer relationships that enable and empower strategic sourcing initiatives. A deep analysis of core procurement would show that procurement functions have a few key processes: sourcing, spend management analysis, and requisition/purchase approval. Fortune 100 procurement teams add: supplier diversity, ethical sourcing, supplier performance, and green alternatives. Organizations that allow procurement teams to have real influence, also further differentiate their sourcing expertise by direct versus indirect goods and services.
In our opinion, there is little opportunity to achieve value in procurement outsourcing after analyzing these core processes. Here are a few opportunities:
Application Development and Maintenance - outsourcing application development and maintenance of the procurement/spend management software the team uses. Given the high fees Ariba and similar companies charge for software support, there is opportunity, but there is little offshore expertise in this application, much less knowledge of a strategic procurement function. With more and more companies are using hosted solutions, there’s dwindling value here.
…that’s it, and here’s why:
Not Offshore Compatible - The greatest savings in an outsourcing deal is frequently arbitrage. In this case, the internal customers are highly unwilling to accept the difficulties of offshore accents, culture, and relationships. At the very least, it wont motivate them.
Insufficient Scale - Each of the processes we’ve identified have very small scale, frequently amounting to 5-15 FTEs. For most companies, that’s too small to consider viable. The savings are minimal, too.
Process Improvements - The second greatest savings opportunity, and frequently the greatest savings lever, is outsourcing a function to an expert vendor that can make major improvements to the process due to their domain expertise. The main process of a procurement function is the management of purchase approvals, which is likely already electronic and automated. The costs of moving to a new platform are unlikely to offset the very tiny incremental value of moving to a new platform and the process improvements are likely to be equally small, with the greatest opportunity lying in the ability to provide better and more granular analytics.
Core - Generally speaking, companies should avoid outsourcing core functions. Sourcing direct goods and services that makeup of a company’s product or service is about as “core” as Michael Porter’s “core” gets.
Vendor Management Challenges - Managing outsourcing vendors for results is very, very difficult. Other than ensuring requisition approval processes flow smoothly (and these are frequently slowed by internal customer reviews anyhow), what operational metrics can be established to ensure a smooth running procurement function? There are a few, but they are difficult to track and you will frequently excuse excuse the vendor from paying penalties because your company was at fault for the failure.
Finally, and this is the most important item:
Lack of Vendor Expertise - Review the list of procurement processes and then compare that to the vendors’ expertise and you will see a significant gap. Most outsourcing vendors have little to no expertise in strategic sourcing, domain knowledge, supplier diversity, negotiations, etc. Vendors entering this space will play up their domain expertise in accounts payable and receivable functions. While there is a great opportunity for outsourcing those areas, the type of domain expertise necessary to run a spend management function is not the same. Given the specialization necessary to run this function, CFOs who really consider outsourcing procurement teams, don’t understand strategic sourcing.
Instead of outsourcing procurement functions, CFOs, CIOs, COOs, and CPOs should consider building vendor relationships with niche specialty consulting firms that can assist with specialized and infrequent sourcing activities or that can jump start ethical sourcing or green initiatives. In fact, more and more procurement functions should consider allocating 30%-50% of their budget to consulting or advisory firms to assist with strategic initiatives that their internal teams lack the skills to manage. Outsourcing vendors could not begin to tackle items such as outsourcing and advertising, among many others.
In summary, ignore the hype of outsourcing vendors and their paid advertisements in “research” papers and news articles. Procurement outsourcing is a dud today. However, we look forward to a vendor developing sufficient expertise and internal teams developing sufficiently strong performance metrics to make procurement outsourcing viable some day.
Operations teams have historically organized themselves very effectively around their core operations centers. Dedicated training, quality, reporting, and operations professionals were located very closely to the daily riotous call center and back office operations. With little argument, close proximity ensured clear lines of communication, close collaboration, and the ability to quickly bring the right talent to daily operations issues.
As Phil mentions in his article on globalization, your focus as a vendor manager or outsourcing executive is on the global labor market. Now that your operations are located in India, Jamaica, Central America, or the Philippines, effectively managing operations from North America or Europe is far greater challenge. Your domestic teams are asleep during the action, or they are separated by thousands of miles and significant cultural differences. In addition, reading real-time or daily reports does not give you the same information that a walk through a call center floor does, where you can see opportunities to improve efficiency and keep the peace among agents. It’s simply more difficult to manage operations from a distance. If you have not considered an alternative management model, maybe you should. In this article, we will address some of those opportunities.
Read the rest of this entry »
Outsourcing vendor management is not any easy discipline to learn. In fact, as compared to project management, vendor management is terribly difficult to understand and learn. Immature certifying bodies, generally limited outsourcing experience, dissimilar outsourced operations, internal personalities, and the social politics of outsourcing all create an environment ripe for limited vendor management standardization. What should you expect when you are climbing the steep learning curve?
Read the rest of this entry »
We recently completed an analysis of the value a series of outsourcing programs had created for a very large company. That company had never truly baselined and tracked value outsourcing programs had created. So, the exercise was similar to a paleontology event trying to find the old bones. The client had created value through offshore labor arbitrage, but because senior executives didn’t enforce a “take it to the bottom-line” approach to outsourcing, which is what they had desired, day-to-day operations leaders years later continued to expand outsourcing relationships - with absolutely no savings. Instead, continued expansion was driven by limited investment in automation and process improvement. If the client had invested in technology and process improvements, there would be no need to keep some resources - regardless of where they were located.
Human resources outsourcing has a similar problem…and today we’ll look at the value Human Resources Outsourcing provides. Rather, what it fails to provide.
Read the rest of this entry »
Vendor managers often are overwhelmed with metrics, but these metrics do not always give a complete picture of the outsourcing vendor’s operations. We’ve mentioned a variety of metrics to date, and today we’re focusing on the major categories of metrics vendor management teams should focus on.
In short, there are operational service level metrics, key performance indicators, and transformational metrics.
Read the rest of this entry »
Vendor managers know this well: It once was very easy to stand-up and count the empty chairs to know who was or wasn’t in the office today. For the more technically adept, it was easy to login to the workforce management system and know exactly what your schedule adherence was for the hour, week, or month. Once you outsourced, you lost line of sight to a fundamental aspect of operations management: ensuring you have enough agents available at peak intervals or days to meet your desired service levels.
Less skilled vendor managers will say, “That’s the vendors responsibility. I don’t get into the details, and making sure people arrive on time is one of those detailed areas that vendors should manage. After all, it’s their own people.”
They are wrong. Very wrong.
Read the rest of this entry »
Outsourcing vendors’ sales executives make well more than $200k per year. Needless to say, if you have made the right choice to run a RFP despite the vendors’ sales team’s best efforts (sales teams never want objectivity, they want to sell based on their relationship with your executives), you can pretty much ignore much of the vendors’ written responses. Behind the scenes, a well-paid group of junior salespeople are busy copy and pasting responses given to other companies into your proposal format. Of course, a well-written RFP prevents much of this, and we’ll soon be publishing more on that topic, but needless to say, it’s fairly impressive how much sales jargon, three letter acronyms, and cryptic diagrams a vendor can jam into a proposal.
This is why site visits are essential. You have to see the actual operations management team that will process your work. The trick, however, is to have absolute control over the agenda, otherwise the vendors’ sales team will copy and paste their same lame material into a PowerPoint.
Read the rest of this entry »
We’ve provided another week of valuable advice to vendor managers everywhere. Clearly, managing outsourcing vendors is a difficult task made more difficult when vendor managers don’t “get into the weeds” and ensure vendors are effectively managing daily activities and planning future activities accurately. So, our topics of the week addressed just these types of issues:
- Inventory Metrics - We discussed the importance of managing vendor quality, timeliness, and the often forgotten inventory and backlogs.
- Requirements Defects - How do effective outsourcing executives manage requirements accuracy and completeness?
- Forecasting - While most call center operations focus on forecasting accuracy, many backoffice outsourced operations completely ignore this fundamental component of vendor management.
- Scheduling - Often left to the outsourcing vendor, where it may or may not be done well, reviewing scheduling accuracy is a key component of monthly and daily vendor management responsibilities.
We definitely appreciate the feedback we’ve received and we’ll be sure to address your ideas in upcoming articles! Until then, please keep the ideas flowing and we’ll be sure to provide you perspectives on effective vendor management!
