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In a world with few constants, sustaining growth and outpacing competition are key concerns for just about every company, regardless of industry, geography or size. Globalization places both issues in the cross hairs, raising the potential for new ideas, new markets and new sources of competition. Little wonder then that the subject receives so much attention. As Jack Welch, former chairman and CEO of General Electric put it, “Globalization has changed us into a company that searches the world, not just to sell or to source, but to find intellectual capital—the world’s best talents and greatest ideas.”
This report, conducted by the Economist Intelligence Unit on behalf of EquaTerra and World 50, examines corporate attitudes to the risks and opportunities presented by global competition and the challenges that come with expanding one’s global footprint.
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Benchmarking has many uses in ensuring best value and improving cost quality and service understanding based upon a market comparison.
In today’s sourcing environment the techniques of benchmarking can be applied at any point in a deal, or importantly, before a contract is struck. Traditional approaches to benchmarking tend to be centred on the commodity elements of delivered services. In fact, any service that has a low level of variability, a maturity of specification and a strong market for competitive supply can be benchmarked against a market comparison. This is the basis for consumer surveys, price indices and, ultimately, metric or research-based benchmarking.
This paper provides a high-level overview of the differing and evolving approaches to benchmarking, the importance of its initial timing and ongoing use, its purpose and key benefits when establishing and managing outsourcing contracts.
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Sole Sourcing – Considerations for Adopting a Sole-Sourcing Approach
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Over the past couple of years, EquaTerra and the market at large have seen an increased demand for sole-source outsourcing, with the approach being particularly relevant for organisations wishing to renew existing contracts.
Sole sourcing can be an extremely useful approach for those organisations without the time, money or inclination to do full market tender and can be an effective way to establish a high quality contractual relationship. The more collaborative the approach to the sole-source procurement process the greater the chance of achieving a “win-win” outcome for both parties.
Sole sourcing, executed correctly, removes the guess work inherent in the procurement process for both client and supplier and provides clearer benefits eliminating the need for suppliers to attach a risk premium for unknowns.
This paper explores the advantages and risks of this type of procurement and gives an overview of EquaTerra’s sole source advice and guidance.
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Utilising Shared Services to Drive Sustainable Business Benefits
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Shared services are recognised as an effective mechanism in reducing the cost of corporate services. Experience in both the private and public sector indicates that shared services can deliver 20 to 70 percent savings. However, it is also recognised that a shared service solution is not the best operating model for every organisation and for many they offer greater benefit as a transformational tool or an intermediate step in preparation for outsourcing or divestment.
Starting with an introduction to shared services and the potential benefits available, this paper explores the criteria that should be considered when evaluating whether shared services will work for you.
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Everest, Aberdeen, IDC and other research firms have long heralded the strong demand for procurement outsourcing services – forecasting average annual growth rates in excess of 20 per cent over the next few years.
Yet, with only a handful of large-scale procurement outsourcing deals signed to date, this optimism seems remarkably overstated. A recent survey by Aberdeen Group found that 51 percent of respondents had no plan to outsource any aspect of procurement within 24 months, and those that do, generally would not include the full available scope.
So why is the market for procurement outsourcing proving to be something of a disappointment and failing to live up to the buzz created by industry pundits?
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Deemed the next offshoring leader, China has been in the spotlight for some time now, but with India still owning 85% of the offshoring market, will China ever really become a threat?
Why is China seen as India's main rival? Exploring its economic drivers, cost saving opportunities, talent and technology infrastructure, along with its legal environment, language capabilities and culture, this report provides an in-depth analysis of China’s position in the industry and evaluates the challenges and risks the country faces as it climbs the ranks to become the top offshoring location.
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