In 2003, the life-insurance division of The Phoenix Companies needed to replace its obsolete contact management system, its fourth in 10 years. An on-demand model makes the company’s various programs work together smoothly. The result: projects need 75 percent fewer resources.
The lower middle market manufacturers ($30 – $200 million in sales) tend not to use strategic sourcing solutions. But there’s an outsourcing provider achieving value for them with e-sourcing technology available in a Software-as-a-Service model. Read how it works for a mattress manufacturer impacted by Hurricane Katrina.
From early-stage companies to large enterprises, it’s not unusual that a company’s sales and marketing are not integrated or strategic. Read what can happen if they outsource their entire sales team to a provider with the expertise to move its clients to market leadership positions.
R&D clusters, virtualization, SOA. They’re part of the second-generation utility computing model, now the number-one model companies are selecting for new IT systems and high-performance computing (HPC) needs. Here’s how buyers are using the model with outsourcing.
This SMB manufacturer replaced its legacy applications with one hosted ERP suite for dramatic cost savings and vastly improved operational efficiencies.
Before outsourcing, Whirlpool struggled with manual order-entry, especially long order process times and the potential for misplaced or lost paperwork. After outsourcing, the automated document processes shrunk from hours to minutes and lowered payroll due to less human oversight.
Traditional Service Level Agreements offer tangible measurements of the operational value and financial merits of a sourcing relationship. But what about the less obvious gauges of business value? Learn more about Balanced Scorecard, Six Sigma, Total Quality Management, and other tools and techniques for measuring, describing, and aligning outsourcing relationships to business objectives.
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