Le strategie di Sourcing

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• Le strategie di Sourcing

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Contract-BasedSourcing Relationship
Contract, SLA
Provider Service ProvisionResources
Process Interactions
Services, Results,Resources
Money

• Global revenue
• Global margins
• Initial investments anddelivery costs
• Risks
• Opportunities

• Increasingly complex structures (geography,
  business units), not a single monolithic
  organization
• Business value, cost optimization, innovation and
  business transformation
• Core vs. noncore own vs. use

source Gartner
3
Full Outsourcing
Single Contract, Single External Provider Pro
Low cost of procurement and reduced management
overhead, SP familiarity with client needs. Con
Captive or even exclusive relationship, SP
investments often set the pace for
dissatisfaction, no competition, no innovation
(for free). IT full outsourcing, static megadeals
decrease while BPO, shared-risk/reward and other
models increase.
Money
Contract, SLA
Process Interactions
Services, Resources
source Gartner
4
Multisourcing(Selective Outsourcing)
Selected services by different contracts with
best-of-breed ESPs Pro Leverage on providers
best capabilities in a strongly competitive
environment. Innovation is available directly
from the market. Con Easy to implement,
difficult to master. Requires the highest
sourcing management capabilities. Most-used
model for IT, often by default.
MoneyContract, SLA Process Interactions Services,
Resources
MoneyContract, SLA Process Interactions Services,
Resources
MoneyContract, SLA Process Interactions Services,
Resources
source Gartner
5
Best-of-Breed Consortium
Consortium of providers, one taking main
contractor role Pro Leverage on the providers
capabilities at a low management complexity
(intermediate between full and selective
outsourcing). Con May inherit the best or worse
aspects of full outsourcing and multisourcing,
depending on demand/relationship management and
the main contractor capability. The static
composition of providers may cause cartel
behavior.
Money Contract, SLA ProcessInteractions Services,
Resources
source Gartner
6
Insourcing
Creation of a separate BU, spin-off, shared
services, ISCo Pro Consolidation and
standardization benefits, direct control of the
SP, market activity potential. Con Captive,
often budget-based, make services on request as
direct provider, control vs. innovation,
potentially unstable. Popular after MA, for
re-centralization and cost optimization, often a
first tactical step of a sourcing strategy.
100
MoneyContract, SLA Process Interactions Services,
Resources
source Gartner
7
Outsourcing Joint Venture
An insourcing, spin-off or shared service is
participated/controlled by a provider/partner Pro
Outsourcing advantages in addition to market
opportunities and lower transition issues. Con
Contradictory objectives (savings and market
exploitation), often within contradictory
partners objectives. Widely used for IT services
and BP as well, quite unstable, failure is the
norm, success the exception.
X
100-x
Money Contract, SLA ProcessInteractions Services,
Resources
Management Expertise, Marketing and Sales
source Gartner
8
Prime Contractor
Single entity (external provider or client-built)
assumes end-to-end responsibility for
integrating/managing multiple services and
providers to derive a single solution or whole
service for a client Both IT services and
business processes it is mirrored by IT services
supply chain and solution aggregator trends in
the market. A new model growing with the
2000-2010 IT services market evolution/maturation
Money Contract, SLA ProcessInteractions Services,
Resources
source Gartner
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Joint Ventures
source Gartner