Starting Off with the End in Mind
 
eNewsletter | June 2006 | Issue Twenty Outsourcing, Shared Services, and Offshoring Thought Leadership
Thought Leadership
Innovative Opinions on the state of Outsourcing
How to Exit an Outsourcing Contract
By Rick Simmonds
Partner, Alsbridge Europe
UK grocers Sainsburys have taken a £63 million hit to last year’s accounts due to the costs of exiting their high profile IT outsourcing arrangement with Accenture.
   
Q: So what can you do to avoid this kind of hit?
A: The answer is to recognise up front that everything....
Q: How long will exiting a deal take?
A: Exiting in a controlled way will take around....
 
OutsourcingBlog
A Running Commentary on Outsourcing News
 
 
The Legal Voice
Outsourcing from a Legal Perspective

Terminating the Agreement: An ounce of prevention…
By Matthew F. Maccoby
Partner, Arnold & Porter LLP


It is a simple fact – all outsourcing relationships end eventually. Regardless of the reason, these customers will need to transition the outsourced services either in-house or, more typically, to new service providers. Transitions are times of maximum risk. What should every customer include in its outsourcing agreement to minimize this back-end transition risk? Space doesn’t permit a comprehensive discussion of the topic, but here are a few issues that every contract should address.
More

 
BPO Viewpoints
Business Process Outsourcing Insight
 
Convergence of Procurement Outsourcing and FAO
By Lisa Ross
CEO, FAO Research


Driven initially by financial considerations to keep supply chain costs down, CFOs and others with P&L responsibility are becoming increasingly involved in the decision to consider the procurement business process as a candidate for outsourcing. FAO Research, Inc. has witnessed a convergence between outsourced procurement and finance and accounting (F&A) business processes with source-to-pay (or procure-to-pay) and spend management driving the convergence. More
 
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Essentials - White Papers and Industry Research that keep you on Target
By Larry Gaulin, Engagement Leader, Alsbridge North America
In simple terms, defined as it relates to small and mid-tier companies, there are actually just two types of information technology groups in existence; 1) the strategic partner and 2) the necessary evil. If your business has competition then your IT group needs to interact and function like a strategic partner – if your business’ goal is to contain costs while maximizing profits, your IT group should interact and function like a strategic partner. So, what about the necessary evil option? Well, to put it simply, it shouldn’t be an option. Unfortunately, many organizations today still view their IT group as a necessary evil – e.g., “that expensive email and help desk group”, or “that group no one fully knows what they do.” More

By Paul Morrison, Managing Consultant, Alsbridge Europe
‘Made in China’. These 3 short words demonstrate that when it comes to sourcing low cost goods, retailers have the ability to think globally. Few major retailers could compete today without global product sourcing strategies – but when it comes to sourcing back office services such as IT and accounting, the retail sector is emphatically insular. With the exception of the public sector, retailers lead the way in ignoring the potential of ‘offshore’ back office services. Is this a cause for alarm, or is there a good reason for retailers to steer clear of offshoring? More

 
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