Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
Instead of outsourcing its IT infrastructure to just one supplier that takes care of everything, Shell chose to outsource to best-of-breed suppliers. It created an IT ecosystem designed to encourage three suppliers to work together. Read how they made multi-sourcing a success.
Outsourcing Center, Kathleen Goolsby, Senior Writer
Outsourcing Center’s study of 86 relationships participating in the 2007 Outsourcing Excellence Awards program revealed several significant benchmarks. A major finding: buyers felt cultural fit and a partnering relationship approach were a major key to success; they used them as supplier-selection criteria more than in the past decade of the awards relationships.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
Bharti Airtel is a fast-growing Indian telco. It felt labor costs in India were too expensive. It wanted to solve customer care issues at the machine. So it offshored its solution–to North America. The Indian company selected Nortel for its call center technology. Together they changed the behavior of a nation.
Todd Hintze, Principal, Everest Group
Despite all of the industry hoopla regarding the growth of life-sciences outsourcing, only a small set of life-sciences organizations truly engage in outsourcing. Traditionally, these companies adopted a contracting model for staff augmentation for their clinical drug testing. Read why they must adopt an outsourcing model to create value.
Mel Van Howe, Principal, The Copperwood Group
Is there a better mousetrap to catch your supplier in the maze of service level agreements? Bruce Leshine and Mel Van Howe believe the performance decrements model is a better method because the emphasis is on making sure the supplier corrects problems in a timely manner rather than generating credits that are inconsequential to both parties.
Outsourcing Center, Beth Ellyn Rosenthal, Senior Writer
A new study by Oblicore found 59 percent of its respondents do not monitor their SLAs well. Yet 64 percent have added financial penalties if their suppliers do not perform.
Outsourcing Center, Kathleen Goolsby, Senior Writer
A few years ago, the typical 7-Eleven® store had a myriad of electronic devices that were not connected. For example, cash registers were not linked to the fuel pumps, which forced clerks to manually enter fuel sales into the registers, slowing the process and missing impulse sales. The situation prevented 7-Eleven from maximizing its profitability. Nor could the store managers effectively manage inventory; there was no way to know with certainty which items were moving well and which ones were simply taking up space. Shelf space in a small store is at such a premium that allowing five or 10 items to sit unsold for a week affects the bottom line.
Kevin C. Boyle, Attorney, Latham & Watkins LLP
Service level agreements (SLA) increase the probability that the operation of your outsourced call center meets your expectationss. Attorneys from Latham & Watkins outline the crucial elements that need to be in those SLAs.
Outsourcing Center, Bruce McCracken, Business Writer
DoubleClick had to pay a large SLA penalty. Here’s what the company did to ensure it didn’t have to pay another.
Outsourcing Center, Kathleen Goolsby, Senior Writer
BP’s motivations for outsourcing were classic, and Getronics has surpassed those needs. Even so, the highly effective risk/reward pricing scheme is a powerful influence on the remarkable success of this relationship.
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