evaluation of outsourcing models - pcmg · • general motors outsourced accounts and payroll and...
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Evaluation of Outsourcing Models
Strategic partnerships fact or fiction?
Dave Webber, AD Clinical Contracts and Finance
Gilead Sciences
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Disclaimer
• The opinions expressed are my own and not representative of my Company and blah, blah blah…the usual stuff
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Agenda
• Why outsource
• Sourcing models
• The relationship continuum
• Partnerships in Other Industries
• Early examples in Pharma
• Where's the data – Tufts, Avoca
• A view from both sides of the fence
• What are the challenges
• “Vested Outsourcing”
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Why Outsource
Access to expertise, new technology, geographies
Staff augmentation to respond to peak and troughs
Switch fixed to variable costs
Cost savings
Focus on core competencies
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Sourcing Models
Full service outsourcing
Functional service provider
Insourcing
Hybrids
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Transactional
Preferred
Partnering
Alliances
Integration
Attributes
Features
Increasing maturity of relationship
Price dominates
Tactical
negotiation
Focus on
standards
and process
Collaborative
Focus on
performance
Cooperative
Focus on
Business
objectives
Joint venture
Focus on core
competence
M&A
The Relationship Continuum
Fee for service
Reduced price
Fee for service
Risk sharing
Shared
milestones
Shared profits
And risk
Source: PriceWaterhouseCoopers
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Partnerships in Other industries
• Late 1980’s Chrysler used outsourcing to improve non core functions
• In early 1990s US Department of Defence began competing internal activities against external market place to generate savings (on average 20%)
• General motors outsourced accounts and payroll and realised 20% cost reductions
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Early examples in the Pharma Industry
• Quintiles – HMR (1999)
• Hoechst Marion Roussel divested Research facility and staff to Quintiles in return for guaranteed revenues over a 5 year period
• Wyeth – Accenture (2004)
• Wyeth outsourced all data management activities in ground breaking deal to Accenture with detailed operating level and service level agreements for performance.
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More recent examples
• PRA – Takeda
• Merck IQVIA
• Biogen IQVIA
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Where’s the data?
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• Objectives
• Sponsor reduced costs and increased efficiency
• Provider business stability meeting customer needs
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Parexel Strategic Relationships Report (2014)
• The Strategic Partnership model is perceived to be the most effective biopharmaceutical outsourcing approach in meeting a number of key sponsor needs
• Among biopharmaceutical companies surveyed, more than half now use a Strategic Partnership model.
• The Strategic Partnership model holds untapped potential to yield additional value and meet futurebiopharmaceutical industry needs.
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STRATEGIC PARTNERSHIPS CONSIDERED
MOST EFFECTIVE OUTSOURCING MODEL
Source: Strategic Partnerships 2014, Parexel
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“The Emperors new clothes”
• “...although the vision of Sponsor-CRO alliances…might sound appealingly noble, facts demonstrating real added value are hard to find and reasons to doubt are many.”
• Long lasting relationship reduce flexibility, agility and competition
• Governance is expensive
• Integration introduces prohibitive exit costs
Source: “Challenging the Value of Strategic Partnerships
In Clinical Trial Outsourcing” Parrett, A. Applied Clinical Trials, April 2013
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What are the challenges?
• Aligning objectives
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What are the challenges?
• Commitment
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What are the challenges?
• Building the Infrastructure?
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What are the challenges?
• Transparency
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What are the challenges?
• Developing Trust
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What are the challenges?
• Defining Core Competencies
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What are the challenges?
• Managing performance
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What are the challenges?
• Managing Risk
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A few more practical considerations
• From “Change orders, necessary evil or avoidable pain?” Copestake and Webber PCMG Annual Conference June 2018
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PCMG 2018 – 50 SHADES OF
OUTSOURCING
There is a spectrum of outsourcing approaches
Outsource for Capacity
• Sponsor manages and makes
all decisions
• CRO commits to provide
trained resources (FTEs)
• Sponsor manages all risk
• CRO follows Sponsor
processes
• Contract scoped at high level,
pay for FTEs
Outsource for Expertise
• CRO manages and makes all
operational decisions (within
parameters)
• Sponsor performs oversight
• CRO commits to deliver to
project
• CRO manages risk within its
control with agreed
mitigation plans
• CRO follows own processes
• Contract scope focused on
outcomes, pay for outcomes
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PCMG 2018 – 50 SHADES OF
OUTSOURCING
In Practice there is a confusing mix
Outsource for Capacity
• Sponsor manages and makes
all decisions
• CRO commits to provide
trained resources (FTEs)
• Sponsor manages all risk
• CRO follows Sponsor
processes
• Accountable only for
provision of resource
• Contract scope at high level,
pay for FTEs
Outsource for Expertise
• CRO manages and makes all
operational decisions (within
parameters)
• CRO commits to deliver to
project
• CRO manages risk within its
control with agreed
mitigation plans
• CRO follows own processes
• Accountable for delivery
• Contract scope focused on
outcomes, pay for outcomes
• Sponsors need resources but consider
they retain the expertise
• Sponsor makes most of the decisions
• Sponsor tries to hold the CRO
accountable for delivery with limited
success
• A mixture of sponsor and CRO
processes are used
• Project scope is defined in great detail
with frequent changes leading to large
number of amendments and budget
overruns
• There is little clarity around
responsibility for risk management
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PCMG 2018 – 50 SHADES OF
OUTSOURCING
In Practice there is a confusing mix (2)
Outsource for Capacity
• Sponsor manages and makes
all decisions
• CRO commits to provide
trained resources (FTEs)
• Sponsor manages all risk
• CRO follows Sponsor
processes
• Accountable only for
provision of resource
• Contract scope at high level,
pay for FTEs
Outsource for Expertise
• CRO manages and makes all
operational decisions (within
parameters)
• CRO commits to deliver to
project
• CRO manages risk within its
control with agreed
mitigation plans
• CRO follows own processes
• Accountable for delivery
• Contract scope focused on
outcomes, pay for outcomes
• CRO not given time to adequately
prepare their bid
• CRO does not correctly asses the risks
associated with project delivery
• A mixture of Sponsor and CRO
processes are used
• Sponsors still insist on the project
scope being defined in great detail
• Lack of transparency of CRO costs &
profit models
• Poor alignment on how to agree on
outcomes and assess project success
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“Vested outsourcing”Based on research with University
of Tennessee and Unites States Air Force.
Key attributes:
• Focus on outcomes, not transactions
• Focus on the WHAT, not the HOW
• Agree on clearly defined and measurable outcomes
• Optimise pricing model incentives
• Governance provides insight not just oversight
“Vested Outsourcing” – Kate Vitasek, Feb 2010
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Top ten flaws
1. Penny wise pound foolish – too much focus on driving down costs
2. Outsourcing paradox – Sponsor dictates the how
3. Activity trap – Focus on tasks not deliverables
4. The junkyard dog – Duplication of effort by retaining internal staff
5. The honeymoon effect – Declining performance levels and satisfaction over time
6. Sandbagging – Holding back on performance to deliver frequent small improvements
7. The zero sum game – Looking to win, not for the win-win
8. Driving blind disease – Lack of performance management/governance
9. Measurement minutiae – Too many metrics
10. The Power of not doing – Not following up on red flags
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GOAL
PERFORMANCE
PARTNERSHIP THAT
OPTIMIZES
FOR MUTUAL
DESIRED OUTCOMES
GOAL
PERFORMANCE
PARTNERSHIP THAT
OPTIMIZES
FOR MUTUAL
DESIRED OUTCOMES
Reduced cost to Sponsor
Innovation, Improved Service Improved margins to provider
Performance Pyramid
Reproduced from “Vested Outsourcing” K Vitasek, 2010
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Conclusions
• A wide range of outsourcing approaches in use that are often subject to change
• A paucity of robust, transparent data to evaluate the effectiveness of approaches
• Much talk of maturing relationships over the years impacted by a highly volatile ever changing environment
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