In a world of rapid change and technology development, we believe that deepening relationships to drive desired outcomes is the most effective way to achieve results. This means championing the human as well as the management aspects of partnerships and dealing with the hidden, as well as the hygiene factors;
It is a common thread to many conversations we have with clients about the frustration in their outsourcing relationships of lack and transparency – the black box concept and how the Suppliers they are working with are reluctant to provide transparency of costings.
This common problem typically relates to a concern regarding overall openness and trust. This is coupled with changing expectations in the marketplace as to what is “Best in Class” and what clients can expect to be shared and the benefits realised by both parties from an open and transparent relationship.
Leading Independent sourcing experts Quantum Plus last week teamed up with the award-winning law firm Berwin Leighton Paisner to share new research and insights into the human mechanisms that lie behind good and bad outsourcing relationships.
Quantum Plus CEO Lauren Tennant presented to an auditorium of attendees from all sides of the fence including the lawyers that are all too often drawn in to settle the wars between two tribes.
Recently, we have seen more and more requests to assist with transition projects particularly around managing the change for the customer but also about ensuring the quality of the Supplier delivery and ensuring that the transition delivers a robust firm foundation for delivery. As with anything handed over to a third party and not checked for quality, without a QA Manager continuously monitoring the transition process, it leaves the project susceptible to overrun, for costs to increase and the possibility that the transition will not deliver the benefits that were initially expected.
Supplier Management – the Cinderella function?
A client recently said to me that role of a full-time internal supplier manager is a bit like being an anaesthetist in an operating theatre – long periods of routine and boredom with occasional bursts of intense activity when things go unexpectedly and horribly wrong.
Maybe this ‘anaesthetist syndrome’ is one of the reasons why so many organisations treat supplier management as the Cinderella function within their retained organisation?
