Download - Sourcing awareness day 1
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KENNISMAKINGINTENTIES
DOELEN
[
Everest camp one
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SOURCINGIS…
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Twee complexe takentegelijkertijd uitvoeren
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INSOURCING
OUTSOURCING
XaaS
STAFFING
BPO
OFFSHORING
NEARSHORING
OUT-TASKING
CO-SOURCING
X-SOURCING
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Convergentie
outsouring insouring
IT Services Qualification Center (ITSqc)Carnegie Mellon UniversityeSourcing Capability Model
OPBOK
eSCM
OPBOK
eSCM
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Een lange termijn, resultaat georiënteerde relatie met een externe dienstverlener gericht op activiteiten die traditioneel intern worden uitgevoerd. Outsourcing is normaliter van toepassing op een compleet business proces. Het veronderstelt een zekere mate van verantwoordelijkheid en risico aan de kant van de leverancier.
“…één van de vele”
Bron: Outsourcing Professional Body of Knowledge (OPBOK, IAOP, 2010)
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Een lange termijn, resultaat georiënteerde relatie met een externe dienstverlener gericht op activiteiten die traditioneel intern worden uitgevoerd. Outsourcing is normaliter van toepassing op een compleet business proces. Het verondersteld een zekere mate van verantwoordelijkheid en risico aan de kant van de leverancier.
“…één van de vele”
Bron: Outsourcing Professional Body of Knowledge (OPBOK, IAOP, 2010)
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Een lange termijn, resultaat georiënteerde relatie met een externe dienstverlener gericht op activiteiten die traditioneel intern worden uitgevoerd. Outsourcing is normaliter van toepassing op een compleet business proces. Het verondersteld een zekere mate van verantwoordelijkheid en risico aan de kant van de leverancier.
“…één van de vele”
Bron: Outsourcing Professional Body of Knowledge (OPBOK, IAOP, 2010)
![Page 15: Sourcing awareness day 1](https://reader034.vdocument.in/reader034/viewer/2022042706/58a25bf91a28abb92b8b4ac3/html5/thumbnails/15.jpg)
Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Een lange termijn, resultaat georiënteerde relatie met een externe dienstverlener gericht op activiteiten die traditioneel intern worden uitgevoerd. Outsourcing is normaliter van toepassing op een compleet business proces. Het verondersteld een zekere mate van verantwoordelijkheid en risico aan de kant van de leverancier.
“…één van de vele”
Bron: Outsourcing Professional Body of Knowledge (OPBOK, IAOP, 2010)
![Page 16: Sourcing awareness day 1](https://reader034.vdocument.in/reader034/viewer/2022042706/58a25bf91a28abb92b8b4ac3/html5/thumbnails/16.jpg)
Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Een lange termijn, resultaat georiënteerde relatie met een externe dienstverlener gericht op activiteiten die traditioneel intern worden uitgevoerd. Outsourcing is normaliter van toepassing op een compleet business proces. Het verondersteld een zekere mate van verantwoordelijkheid en risico aan de kant van de leverancier.
“…één van de vele”
Bron: Outsourcing Professional Body of Knowledge (OPBOK, IAOP, 2010)
![Page 17: Sourcing awareness day 1](https://reader034.vdocument.in/reader034/viewer/2022042706/58a25bf91a28abb92b8b4ac3/html5/thumbnails/17.jpg)
Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Een lange termijn, resultaat georiënteerde relatie met een externe dienstverlener gericht op activiteiten die traditioneel intern worden uitgevoerd. Outsourcing is normaliter van toepassing op een compleet business proces. Het verondersteld een zekere mate van verantwoordelijkheid en risico aan de kant van de leverancier.
“…één van de vele”
Bron: Outsourcing Professional Body of Knowledge (OPBOK, IAOP, 2010)
![Page 18: Sourcing awareness day 1](https://reader034.vdocument.in/reader034/viewer/2022042706/58a25bf91a28abb92b8b4ac3/html5/thumbnails/18.jpg)
Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Verkrijgen van betere technisch expertise
Kostenreductie
Focus op core-competencies
Oplossen IT bemensingsprobleem
Mogelijk maken groei
Motieven voor sourcing
Verbeteren interne serviceniveau
Transitie naar nieuwe business processen
Standaardisatie & flexibiliteit
Etc.
Motieven verschillen vansituatie tot situatie maar feit is dat sourcing …
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Ook de prijs wordt hierop gebaseerd
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Arbeidsmarktflexibilisering & data security protectie
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[
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K
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Juridische zaken
Medewerkers perspectief
Bedrijfsjuridisch belang
Risico mijdend
Adviserend / participerend?
Deelname in sourcingteam
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Human Resources (HR)
Het draait om mensen… en hun toekomst
Balans: Binden / Boeien vs. Afvloeien
Het aantal FTE blijft gelijk
Alle platitudes zijn waar
Ook voor HR is het vaak nieuw
Ondernemingsraad
Wettelijk kader, mens volgt werk
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Human Resources (HR)
Emotie zijn zacht, maar hard in hun consequenties
Doe het als business en/of IT niet zelfbetrek specialisten!
Er is niet één goede weg.
Heb een plan/strategie, houdt er gedisciplineerd aan vast, wees vanaf dag één transparant & strikt
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Procedure 'te lang‘
Worden vaak te laat betrokken
Commercieel belang,
Aan beleid houden
Wetgeving
Inkoop
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Financiën
De business case!
Rol financiën vooral:
Template
Validatie
Het “geld” zit in de componentenhier levert IT veelal de data
Interne due diligenceMonnikenwerk, kan een heidense klus zijn
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
De business
Zonder business geen business
Welke relatie gaan business & IT aan?
Is deze afgestemd op de aard van derelatie met de externe leverancier?
Wat is de opdracht (behoefte)?
Hoe wordt resultaat gemeten?
Wanneer is er sprake van succes?
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
De business
It takes two to tango.
Rol helderheid.
Maak schriftelijke afspraken.
Geven & nemen.
Zorg dat leveranciers geentweespalt zaaien tussenbusiness & IT!
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TIJD
KWALITEITGELD
Wat isleidend?
Wat isflexibel?
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
IT
Gevangen in het kruisvuur.
Zet ze samen aan tafel.
Laat de klant er niet buiten!
Zie ook trends:
De business is de baas.
Service integratie de toekomst van IT.
Is de organisatie er klaar voor?
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Overige interne stakeholders
Stakeholder Relatie
Audit Compliance
Ondernemingsraad Human resources
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Extern: leverancier / service provider
Geen relatie is toch een relatie!
“Verliezers” netjes behandelen, wees transparant
Je komt elkaar weer tegen
Bedenk “Een klant krijgt altijd IETS,het merendeel van de leveranciers NIETS”
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Overige externe stakeholders
Stakeholder Relatie
Toezichthouder(s) Verantwoording
Wetgever Compliance
Media Imago
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Generiek
Development sequence in small groups. Bruce W. Tuckman
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[
Q
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SPECIFICERENSELECTEREN
CONTRACTEREN
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Aanbestedingen
1) Onderhandse aanbesteding
2) Meervoudig onderhandse aanbesteding
3) Openbare procedure
4) Niet openbare procedure
5) Concurrentie gerichte dialoog
Intro
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Intro
Specificeren Selecteren Contracteren Bestellen BewakenNazorg &evaluatie
Initiëren
PRO-ACTIEF REACTIEF
TECHNISCH – COMMERCIEEL LOGISTIEK / ADMINISTRATIEF
INKOOPFUNCTIE BESTELFUNCTIE
Bron: Van Weele
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Minstens zo belangrijk als specificeren
RelationshipPartnership
Problem resolution terms
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Intro
Supply
risk
Financial
impact
BottleneckStrategic
(critical)
LeverageRoutine
(non critical)
HIGH
LOW
LOW HIGH
(client point of view)
Source: Kraljic
(supplier point of view)
Account
attractiveness
Contract
value
Question
markStrategic
(star)
Milk
cowRoutine
(dog)
Source: BCG matrix adaptation
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Europese aanbestedingswetgeving
Nut & noodzaak
Vertrouw op de systematiek
1) Objectiviteit
2) Transparantie
3) Non-discriminatie
Intro
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Voorbereidingbepaalt
van het succes75%
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Ik wil geen lampIk wil geen licht
Ik wil kunnen zien
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Prestatie inkoop
Expert vs Non-expert
Durven
Meer waarde bij stijgende complexiteit van de scope
Zie ook de trend “Resultaat, is the name of the game”
Best Value Procurement
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Specificeren: aandachtspunten
Start Requirements Onderwerpen
Voorbereiden op start Functional Technisch inhoudelijk
Samenstellen team Non-functional Commercieel
Kick-off Services Prijs / kwaliteit
Rules of engagement Service levels Juridisch
Opdracht! Constraints Project vs. beheer
Pre-conditions
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Beïvloeders Beslissers
UitvoerdersLeveranciers
GebruikersAfnemers
Voorbeeld:ringen van
invloed
Vooraf checkenvan leveranciers
op selectiecriteriaSolvabiliteit
Leveringsvoorw.Certificeringen
Etc.
Stuwende krachtenBeperkende krachten
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ERVARING
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STARTmethet
EINDin
gedachten
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Specificeren: de aanbestedingsdocumenten
Formele documenten
Halffabricaat Specifiek
Inkoopplan Scope Selectiecriteria
Markconsultatie EMVI Gunningscriteria
Overeenkomst Prijscriteria
Prijsmodel Weging
Programma van Eisen* Selectie-eisen
Gunningseisen
* Inclusief zaken als: SLA, governance framework
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Verliesniet
de zielvan het
requirement
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Selecteren
Marktonderzoek / markconsultatie
Organisatiebeleid is input
Inkoopvoorwaarden
MVO / duurzaamheid
Etc.
Scope
Criteria
RFI
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Selecteren
Pre-kwalificatie leveranciers
EMVI
Bepalen strategie
Opstellen aanbestedingsdocumenten
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Specificeren: de aanbestedingsdocumenten
Formele documenten Halffabricaat Specifiek
Publicatiedocument Scope Selectiecriteria
Selectieleidraad Input leveren Weging
Nota van Inlichtingen Vragen beantwoorden Selectie-eisen
Aanmelding Beoordelen Uitsluitingsgronden
Selectie-advies Minimum eisen
Voorlopige selectie besluit
Definitieve selectie besluit
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Specificeren: de aanbestedingsdocumenten
Formele documenten Halffabricaat Specifiek
Aanbestedingsdocument Input leveren
Nota van Inlichtingen (II) Vragen beantwoorden
Inschrijvingen Beoordelingen
Gunningsadvies
Voorlopig gunning
Definitief gunning
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
Contracteren
Afstemmen / uitwerken met gegunde partij
Opmaak definitieve overeenkomst
Overdracht overeenkomst richting de business
Publicatie van de gunning
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Contracteren
Inrichten contract en leveranciersmanagement
Inrichten regie-organisatie
Inrichten en volgen governance
Rapportages
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Contracteren
Artikelen & clausules
Definities
IPR
Aansprakelijkheid
Garantie
Acceptatieprocedure
Duur
Bonus / malus
Boete & geheimhouding
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Contracteren
Bijlagen
Prijzen,
Service overeenkomst,
Sla (soms DAP)
Inhuur- en projectenovereenkomst,
Exit regeling,
Governancedocument
Bewerkersovereenkomst in de zin van de WBP en
Acceptatiecriteria
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Specificeren: de aanbestedingsdocumenten
Formele doc. Halffabricaat Halffabricaat
Overeenkomst Prijsverklaringsdocument Acceptatiecriteria
Service overeenkomst Acceptatieprotocol
Inhuur- & project overeenkomst
Bonus/malus
SLA Benchmark clausule
Exit regeling
Governance
Bewerkersovereenkomst
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Zet je eigen sales & marketing
mensen aan tafelin de
onderhandeling
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Durf te betalenvoor:
rapportagesfactuuropbouw
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Zaken veranderenhoud rekening met
schaalbaarheidheronderhandeling
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“Klassieke” modellen
Importance as
a differentiator
differentiatorcommodity
weak
strong
Pe
rfo
rma
nc
e
rela
tive
to
ma
rke
t
outsource
for scale
advantage and
increased focus
on differentiators
outsource
for scale
and
capabilities
keep
in-house
form more
exclusive
alliance to
obtain
capabilities
Source: IAOP OPBOK 2010
Loss in capabilities, relationships
or infrastructures is irrecoverable
YESNO
YES
Lo
ss in
cap
ab
ilit
ies, re
lati
on
sh
ips
or
infr
as
tru
ctu
re is
bu
sin
es
s c
riti
ca
l
Outsource but
manage very
carefully
(keep mngt
Capability
In tact)
outsource
keep
in-house
Outsource
carefully
(keep strategic
options open)
Source: Vivek Sood 2014
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“Klassieke” modellen
Source: Gottfredson, et al, Harvard Business Review, 2015
Uniqueness of business
process or function
Common across
industries
Not
proprietary
Unique
to self
Pro
pri
eta
ry n
atu
re o
f p
roc
es
s o
r fu
nc
tio
n
Data are
proprietary
Business
process is
proprietary
Profit model
is proprietary
Organizational expertise highlow
low
high
Po
ten
tia
l v
alu
e
to t
he
org
an
iza
tio
n
Vested
outsourcing
approach
Conventional
outsourcing
keep
in-house
(core activity
for company)
Driven by
financial
consideration
Source: Visatek & Ledyard, 2010
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Source: FitzgeraldBrunel University
Y
Y
YY
Y
Y
Y
Y
Y
Y
Y
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Neveroutsource a problem
“Often, the quickest way to get a big problem is to outsource a small one.”
Bob Carlsonformer group head of IT and telecommunications at HSBC
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ORIGIN
In 1996 Willcocks, Fitzgerald and Feeny published
an article in the magazine “Investing in Information
Systems: Evaluation and Management” called
“Sourcing decisions: developing an IT outsourcing
strategy”.
The content of this article was popularized by Guy
Fitzgerald in the sense that he drafted a decision
tree condensing and summarizing the essence of
their research.
Sourcing decision tree explanation 1 of 4
DECISION TREE
The decision tree is first and foremost meant as a tool to quickly (but rudimentary) assess whether a single candidate object for sourcing is at all suitable for outsourcing.
Rudimentary, because the tree focusses on what Willcocks et al. see as the most influential factors to a sourcing decision. Not withstanding other factors playing a role.
Single, because the tree is used in relationship to one single object. E.g. application management, data centre, etc.
The tree asks five questions to be answered by ‘yes’ and ‘no’ leading to the advice to in- or outsource.
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Question 1: IS IT STRATEGIC?
When the object of interest is considered “strategic”,
as in vital for the company (its existence, its capacity
to execute / deliver) the decision tree ends right
there with the advice to keep the object in-house.
What is vital can be assessed along the lines of:
Supply risk and financial impact.
The slide “There is more” at the end of the slide deck
helps to assess whether an object is or is not
strategic.
When something is vital / important to you don’t
outsource it, do it yourself!
Sourcing decision tree explanation 2 of 4
Question 2: DOES IT MAKE A DIFFERENCE?
When the object of interest is considered ‘a
differentiator’, in other words it is something giving the
company:
A competitive edge
An advantage over competitors
Something unique
Than the tree signals that the object of interest should
not be outsourced.
Maybe you have heard of the motto “Never outsource a problem”.
The next three questions address whether the object of interest is considered ‘a problem’ and therefore can or should not be outsourced.
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Question3: IS IT STABLE?
Stability refers to aspects like:
Does the service / products runs smoothly. In
other words is it reliable or are there a lot of
incidents & problems;
Is it available conformant to specs.;
Is it resilient, in other words does a
problem/incident cause major disruption or is the
service / product up and running in no time.
The more stable the object of interest and/or its
environment the more this contributes to the
likelihood of the object being suitable for
outsourcing.
Sourcing decision tree explanation 3 of 4
Question 4: IS IT MATURE?
Indicators of maturity are:
Releases being on a level not lacking to far behind the
latest version;
Patches, updates, notes being implemented within a
few months after becoming available;
The pursuit of standardization: e.g. not multiple
operating systems of multiple vendors and multiple
version (Linux, Unix, Microsoft or Sharepoint 2007,
2010 and 2013).
The pursuit of rationalisation: tying to control
complexity by keeping the number of instruments
supporting a business process as minimal as possible.
The more mature the object….the more suitable for
outsourcing.
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Question5: IS IT HIGHLY INTEGRATED?
Integrated refers to the extent to which the object of
interest is entangled with its environment. Indicators
of high integrations are:
The number of interfaces from and to the object
(the more interfaces the more integrated);
The number of parties (client, suppliers,
subcontractors, etc.) involved in delivering,
running and/or maintaining the object.
The less integrated the object of interest is the more
this contributes to the likelihood of the object being
suitable for outsourcing.
Sourcing decision tree explanation 4 of 4
WHAT IF THE OUTCOME IS UNSATISFACTORY?
The tree guides the user to an outcome. Either insource
or outsource. But what if the outcome, e.g. insource, is
not to the liking of the client who want to outsource?
In line with the motto of “never outsource a problem”
one needs to fix the problem(s). Most likely by executing
one or more projects to:
Make an instable situation into a stable situation by
improving reliability, availability and/or resiliance;
Transform an immature setup into a mature one, by
standardizing and rationalizing;
Turn a highly integrated environment into one with
reduced interfaces and parties.
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Sourcingassessment
Verifiërenvalideren
IST
Maturityassessment
A2
A3
A1
SpecificerenSOLL
Initiëlescope
bepalen
GAPanalyse
IST/SOLL
B2
B3
B1
Marktverkenning
Internecorrectieprojecten
C3
C1
Sourcingstrategie
Sourcingscope
vaststellen
Planvan
aanpak
D2
D3
D1
Uitvoerenvan de
(Europese)aanbesteding
&
Parrallelde interneorganisatie
transformeren
Producten
Milestones
WK4 WK8 WK12 WK24 WK27 WK50
I II III
A, B, C, D E, F, G H, I, J, K L, M, N Zie tender
(deliver) (deliver)(listen) (understand) (challenge)
Bepalenaanpak
C2
Duediligence
CMMi
Make / Buy
Require-ments
Werk-pakketten
Verka-veling
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Aard van het contract & aard van de samenwerking
Area of
concern
Type of
contract
Risk/
reward
Ineffective
vendor
Fixed
fee
Inefficient
vendor
uncertain
certain
loose tight
Buy inPreferred
supplier
Strategic
allianceContract
out
resource
result
Contract
focus
Purchasing
strategytransaction partner
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[
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Insteek: intern vernieuwen en outsourcing bij afbouw.
Cases
I. Case A
II. Case B
Let op! Dit zijn stellingen.
De opdracht: case
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Programma
45 min analyse en uitwerking
15 min pauze
60 min resultaten presenteren
Iets onbekend?
Noteer de aanname!
De opdracht: instructie
Doel
1) Willen we dit outsourcen?
2) Moeten we dit outsourcen?
3) Kunnen we dit outsourcen?
Waarom wel / niet?
Beantwoording met gebruikmaking van de matrices en beslisbomen.
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Mo
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Phone: +31(0)578 - 642575 / | e-mail: [email protected]
+31(0)6 – 51 123 500
+31(0)6 – 43 247 157
+31(0)578 – 64 25 75
www.lucide.org
Huttenbosweg 2
8167 LB OENE
The Netherlands
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See you soon!