Sourcing Effectively: Making The Right Short-Term And Long-Term Tradeoffs |
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October 22-23, 2009
London
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Overview
Are you struggling with issues like these?
- A company decides to outsource its infrastructure and sell its assets to the outsourcer to add much needed capital to its books. If the contract is purely focused on the financial aspects of the deal, the company could find that it does not have the appropriate service-level agreements in place to grow the business.
- Economic distress causes many firms to reassess their vendor relationships and risk mitigation plans. Firms need to focus their vendor management efforts on building high-value relationships with viable services firms to ensure continued success of their corporate brand and business operations.
- Vendor managers, under pressure from senior executives to cut costs, impose unilateral rate cuts on suppliers only to find that junior people have been substituted and productivity has dropped — costing the client more money. But as the economy improves, will those suppliers still deliver good service? Or will the client now struggle to improve damaged relationships — or even be forced to create relationships with new vendors when the previous ones prove beyond repair?
Christine Ferrusi Ross
Analyst
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Mike Royle
IT Director – Enterprise Services Europe
Unilever |
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Brownlee Thomas, Ph.D.
Analyst
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