Sourcing Engagement Description & Delivery Summary

Page Title

Engagement Description

		Determine “outsourcing readiness” of potential candidate organizations and
		propose least risk options that may not have been considered.

		Recommend a customized Outsourcing strategy based on the client's unique
		needs with recommendations of what should not be outsourced.

		Competitive Bid & lead Contract Negotiation. Compose RFP; set scope; set bid
		strategy & approach; recommend reputable vendors; competitively bid; contract negotiation

Program Manage transition to the vendor, back from the vendor, or to a new vendor.

		Recommend organizationally how to manage outsourcing vendor(s) -- the
		organization, skill sets, roles & responsibilities...for a division or an entire corporation.

		Assess and resolve outsourcing vendor service delivery, contract breaches,
		financial performance or scoping issues.

		As an alternative to outsourcing, preparation of internal service and cost
		improvement plan to compete with an Outsourcing bid; or plan to bring outsourced services back "in-house" or to rebid to new vendors.

Sourcing Vendor Selection & Management Experience includes:

		Full service outsourcing firms
		Outsourced software development
		System Integrators (SI)
		Server & network operations hardware and software vendors
		Internet Service Providers (ISP)

Representative Delivery Summaries with Benefits Achieved

$1B Business Intelligence Software firm (Canada)

		Outsourcing Strategy and advice: Executive advisor and "in-house" expert
		on approximately $50MM of potential Outsourcing deals -- advising the CIO and EVP Purchasing on outsourcing strategy, whether to outsource (including advising against outsourcing some functions), and introduced the concept of "outsourcing readiness criteria". Where decisions were made to outsource performed as the Executive Sponsor.

		Outsourced the WAN. With the full support of the staff, outsourced the Wide
		Area Network (WAN) for 55% budget savings, while dramatically improving service. Also avoided $3.2 MM in termination fees.

After re-architecting, ascertained that the proper skill sets and
infrastructure was not in place to design, build, and run the needed
WAN for the combined merged companies in the timeframes
required.

		Recommended how to manage all Corporate & IT outsourced vendors:
		organization, job descriptions, roles & responsibilities, transition, governance.

		IT Help Desk Outsourcing (was already underway): Recommended pulling
		back the RFP and rebidding to a broader set of financially stable and proven vendors. Provided key RFP rewrite sample clauses and included critical terms and conditions as well as a clearer scope, better defined roles & responsibilities between the vendor and the client, inclusion of more stringent service level agreements, etc. In addition, made a recommendation to significantly reduce the initial scope and pursue a phased implementation, based on stringent milestones being attained by the vendor once awarded, to reduce significant financial and business risk.

		$1.5B Outsourcing & Professional Services Division - - Competitively bid and
		selected an ISP delivery partner (i.e. provided geographically desirable data center space, networking, help desk services) for a new services business being built. Attained wholesale pricing which turned the pricing of the new services business profitable and allowed dramatically improved time to market and cost savings from not having to build out new data centers and networks on their own.

		$20MM Marketing Data Base firm; B2B SCM .com -- Recovered 25% of web hosting
		costs by competitively bidding and hiring a new ISP vendor with a sliding scale of services fixed on a not to exceed “cost plus single digit” profit margin basis.

		$2B Semiconductor firm – drafted the RFP, competitively bid, outsourced, and
		transitioned ($100 million deal, 60 people) the computer operations, help desk, desktop support, system administration, engineering workstation support, local and wide area networking, network control center (i.e. NOC), saving a guaranteed $30MM over five years. Key in contract negotiations.

		Made a recommendation not to outsource Application software
		development and maintenance.

See Forbes: 6
Most Common
Outsourcing
Mistakes

ENGAGEMENT DESCRIPTION

Engagement Description & Delivery Summary
SOURCING

Improving IT & Product Delivery Success