Sourcing, Procurement, Vendor and Service Management
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- Alastor has advised a wide range of clients on all aspects of IT and business process outsourcing, including:
- Initial strategic issues, value and option analysis
- Smart sourcing, including managing the selection process for a new supplier
- Developing the contract (working with law firms for the legal aspects)
- Structuring the schedules of the contract (including the commercial aspects such as benchmarking, innovation, gainsharing, performance measurement, remedies etc.)
- Defining service schedules/catalogues supported by effective and pragmatic service management policies
- Defining the retained organisation and new working practices
- Managing the relationship to deliver value throughout the lifecycle
- We have significant wider experience of procurement, initially as line managers with responsibility for major projects, then through working with private and public sector bodies on the procurement of integrated ERP solutions
- This expertise has been extended with more recent in-depth experience of global vendor and service management as well as business and IT outsourcing
- The core principles underpinning our approach to procurement is the need to identify the unique requirements of the organisation, and the need to procure demonstrated (not promised) capabilities
- Our expertise in IT procurement has been codified in the BuyIT guidelines published on behalf of the DTI
- Our procurement advice is underpinned by our understanding of organisational processes, the appropriate IT and organisational maturity, governance structures and project management
We have successfully deployed our procurement expertise in a wide range of business processes (ranging from HR to facilities management, mobile phone telephony to kitchen installations) as well as IT.
For price benchmarking of outsourcing deals, we work with Maturity www.maturity.com.
When giving outsourcing advice, we recommend that clients work with qualified law firms to negotiate the contract. We have successfully worked with a number of law firms to deliver results to clients. Our recommended legal partner is Rory Graham at Coffey Graham www.coffeygraham.com.
For more information please contact us. |
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| Case Studies that use this Service: |
| Joint Venture/Outsourcing for a DIY Retailer |
| Worked with the senior management team of a large DIY retailer to resolve installation problems. Installation (of bathrooms, kitchens, conservatories etc.) was a major growth area but was generating unacceptable remedy and warranty claims. Worked with the management team to negotiate a joint venture with a partner specialising in installation management, generating savings in excess of £15m and eliminating significant capacity barriers. |
| Global Vendor Management for an Accounting Firm |
| Worked with one of the “final four” major accounting firms to create a global service management function covering all IT supplies. The service management provided a hierarchy of performance measures that enabled the Global Vendor Management function to move beyond the measures of failure (remedies) to measuring genuine service improvements. |
| Procurement for the United Nations |
| Advised a large UN agency on the procurement process for worldwide integrated accounting and logistics systems in the Rome head office and eighty regional offices. This enabled to enable the agency to meet UN and sponsoring organisation reporting requirements (including public and private sector bodies) as well as the operational needs of field operatives. |
| Outsourcing for a Government Department |
| Worked with the Environmental Ministry of a European Government to develop a consistent benchmarking structure for a major outsourcing project for 7,000 client systems and 200 servers. The benchmark structure covered the current performance benchmark, proxy bid for outsourcing, benchmarking of supplier offers and tracking of supplier performance over the timescale of the contract, including the auditing of supplier processes, quantitative and qualitative benchmarking of supplier performance. The study identified annual savings of €3m. |
| Programme Management and Outsourcing for an Electronics Manufacturer |
| Managed a senior management team for a major electronics manufacturer that was developing the RFP, vendor management processes, benchmarking and contract terms to outsource the global IT infrastructure covering 800,000 client systems. Managed the subsequent vendor assessment, board presentation and contract negotiation process. This generated annual savings in excess of €20m per year. |
| Outsourcing for a US Biotech Company |
| Worked with a US-based biotech business to develop the most appropriate IT sourcing strategy to support a significant service improvement in line with significant corporate growth. |
| Outsourcing for a Mobile Phone Operator |
| Worked with the German subsidiary of a global mobile phone operator to outsource all IT activities (including the mobile network operations and all applications management and development). The negotiations generated significant reductions in running costs of €6m per year and released €20m cash in time to fund the Christmas promotion of handsets. |
| Procurement for an Oil Company |
| Managed the procurement of an integrated accounting package for the recently acquired Dutch joint venture oil and gas field operating subsidiary of a UK-based oil exploration company. The package had to support the reporting and statutory requirements in the Netherlands (where the operations were based), Norway (where some of the oil and gas fields were located), Italy and the UK (where the headquarters of the joint venture partners were based). |
| Outsourcing in Central Government |
| Worked with the senior management team of the government department responsible for all infrastructure projects in one of the United Arab Emirates states on the outsourcing of all IT activities. We were asked to intervene during the final stages of contract negotiations to ensure that the client had the appropriate commercial and legal protection in place. Despite the many clauses and schedules that were originally identified as being missing, the client was able to progress to signing the contract with all appropriate protection in place within two months. |
| E-Procurement for a Shipping Company |
| Worked with the global procurement function of a shipper of containers to identify and define and implement pilot e-procurement projects across different categories of supplies and services. |
| HR Improvement for a Major Bank |
| Worked with the Global HR Director of a major global Bank to identify core HR competencies and redesign the global HR function to focus on value added services and the effective management of outsourced transaction processing. |
| Purchasing Improvement for a Building Society |
| Redesigned the purchasing procedures of a large building society and introduced the purchasing life cycle concept, generating initial savings of £6m, as part of a pilot application of an integrated performance improvement and systems development methodology. |
| Outsourcing Advice for a New Insurance Business |
| Helped an insurance start-up, which had been set up to combine sophisticated risk and capital analysis with traditional insurance underwriting, to outsource all IT and back office functions. |
| Benefit Realisation and Procurement in the Oil Industry |
| Reviewed blending plants and refinery systems throughout Europe for a multinational oil company, including joint venture sites, to identify the benefits of implementing common systems, common interfaces and reporting structures to integrate with a European-wide architecture. Advised and participated in the procurement of pan-European materials control systems for blending plants. |
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An Alastor Case Study
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Procurement for the United Nations
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Advised a large UN agency on the procurement process for worldwide integrated accounting and logistics systems in the Rome head office and eighty regional offices. This enabled to enable the agency to meet UN and sponsoring organisation reporting requirements (including public and private sector bodies) as well as the operational needs of field operatives.
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| ::AN ALASTOR CASE STUDY:: |
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