Platform Outsourcing Nederland · beschikbaar voor innovatie en continue verbetering Kosten...
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Mastersessies 2018 Strategie en besluitvorming 23 januari Locatie:
Transcript of Platform Outsourcing Nederland · beschikbaar voor innovatie en continue verbetering Kosten...
Mastersessies 2018
Strategie en besluitvorming
23 januari
Locatie:
Agenda
1. Doelstellingen
2. Hoe stel je een sourcing-strategie op?
3. Business case en evaluatie
4. Dienstverleningsmodellen
5. Besluitvorming
6. Vragen
Elke sourcing cyclus begint met strategische
besluitvorming
Outsourcing is fundamenteel anders dan een
gemiddelde leverancierrelatie
Wat wordt gekocht:
• Diensten en/of producten, geen productiemiddelen zoals mensen en
machines
De productiemiddelen:
• Meestal in bezit van de leverancier gedurende de looptijd van het
contract
• Soms wel in bezit van de klant (m.n. activa) maar bediend (en vaak ook
onderhouden) door de leverancier
Het contract is slechts instrumenteel:
• Relaties en vertrouwen spelen een steeds meer dominante rol
Bron: KPMG
Het outsourcing operating model wordt steeds
diverser en daarmee complexer om te managen
Right Sourcing
• Outsourcing splintering accelerates:• Multi-vendor approach
• Shorter deals
• Narrower scope
• Increased commoditization
• Away from traditional demand-supply
• Shift in focus
• Overall portfolio complexity increases• Run: Cloud, Orchestration, Bokerage & Integration
• Change: SaaS, DevOps and Agility
• Service Integration and Management
• Internal new Way of Working Business and IT
1960 1970 1980 1990 2000 2010 2020
Cloud
Internal IT
Co
nn
ectio
ns
Suppliers
Orchestration Complexity
Traditional outsourcing
RPA
Bron: KPMG
Wat wil een organisatie bereiken met uitbesteden?
Cost, enabling core business functions, and solving
capacity issues are primary drivers to outsource.
Leading practice organizations use outsourcing to
drive transformational change and improve business
results
Companies seek innovation from outsourcing
agreements, but many are unsure how to define,
motivate, and track it (65% do not currently
measure the value created through innovation)
No
65%Yes
35%17%
17%
28%
28%
31%
47%
57%
59%
Drives broader transformational change
Manages business environments
Access to intellectual capital
Critical to the business needs
Enhances service quality
Solves capacity issues
Enables focus on core business functions
Cost cutting tool
Bron: Deloitte 2016 Global Outsourcing Survey
De sourcingaanpak is aan verandering onderhevig
To Hybrid
‘global delivery’
To Offshore
‘remote management’
Vision
From Onshore
‘local presence’
Early 2000s Late 2000s Current trends
Evolution Low end Administration High end ConsultingManaged Service
Mode of
Operations
Pricing Models
Technology
Governance
Remote
Management
Fixed Pricing
Physical Servers
High control of
customer
Managed Service
Utility Pricing
Virtualized
Environment
Medium control of
customer
Automated
Operations
Gain Sharing Pricing
Cloud IaaS model
Low control of
customer
Bron: KPMG
Digitalisation is not just about technology
Culture change is one of the biggest roadblocks in digital transformation
Lack of right leadership will pose the biggest threat
Collaboration is at the heart of everything
Inability to tap the power of social influence
Different functions of an organization working in silos
Agility and Innovation is the end target
Lack of push for innovation
Rigid frameworks and methodologies used
Culture, driven from the top will be key to success
Culture is multidimensional, slow to change and troublesome to control*
Too much delegation will undermine the opportunity to become role models and energizers for the culture
Expect change at the exec level
Managing, mobilizing, understanding and leading change is crucial
Dysfunctional governance structures
Automation and standardisation of IT supporting processes to enable IT agility and flexibility
Legacy systems unable to cope with global demands
No synergy of systems across delivery centers
Uitdagingen binnen organisaties vragen om een
ondersteunende sourcingstrategie
*Ref: http://www.strategy-business.com/article/00179?gko=6912e
Bron: KPMG
Een ruime meerderheid van de moderne
sourcingstrategieën bevat cloudcomponenten
11
As-A-Service Market
The ISG IaaS
Market Basket
30
carrier
cloud firms
co-location firms public cloud
infra providers
leading IaaS/PaaS
providers
$100M+Co Revs
17% with
< $100MCo Revs
83% with
Across Functional Domains
The ISG SaaSMarket Basket
550+leading
SaaS
providers
ISG Index 3Q 2016 - Market Headlines
Scorecard YTD YTD
ACV ($B)* Change
Global Combined Market $28.2 16%
By Type Outsourcing $17.7 5%
As-a-Service $10.5 41%
By Service ITO $13.1 11%
BPO $4.6 -9%
IaaS $7.1 50%
SaaS $3.4 24%
By Region Americas $13.9 21%
EMEA $11.0 11%
Asia Pacific $3.3 15%
Bron: Information Services Group
De aanleiding voor outsourcing verschuift
langzaam maar zeker van Kosten naar Value
Traditional Drivers
Cost reduction
Capital Avoidance
Access to Talent
Labor Arbitrage
Technology Upgrade
Cost Focus
Emerging Drivers
Simplicity & Agility
Risk Mitigation
Access to Innovation
Improved Customer Experience
Cloud Enablement
Value Focus+
Source: KPMG IT Outsourcing & Service Provider study
While cost reduction will always remains a 'hygiene factor' for IT outsourcing, clients are
now looking to achieve more to enable them to better serve their business.
Agenda
1. Doelstellingen
2. Hoe stel je een sourcing-strategie op?
3. Business case en evaluatie
4. Dienstverleningsmodellen
5. Besluitvorming
6. Vragen
Wat wil men bereiken? Typische redenen….
Overweging Best practice Toegevoegde waarde Risico’s
Flexibiliteit
Verbeteren reactievermogen op
veranderingen in vraag
• Sneller reageren op veranderingen in de vraag door middel
van ingebouwde flexibiliteit om operaties op/neer te schalen• Rustige perioden kunnen de besparingen
te niet doen
• Beperking van de mogelijkheden voor
innovatie/initiatieven voor interne
verbeteringen
• Uitdagingen in het integreren van
verschillende locaties en operatingmodels
• Verlies van controle
Verplaatsen van risico’s naar
dienstverlener
• Verplaatsen van rest risico’s (bijv. operatingkosten, kennis
van medewerkers) van afnemer naar leverancier
Focus op kern competenties• Verbeteren van efficiency en service levels. Meer resources
beschikbaar voor innovatie en continue verbetering
Kosten
Centraliseren om een lagere
kosten structuur te realiseren
• Kostenvoordelen in sommige gebieden door schaal en
capaciteiten • Kosten overschrijdingen
• Gebrek aan lange termijn contracten kan
leiden tot onverwachte stijging van
leverancierstarieven
• Verlies aan IP of eigen kennis kan leiden
tot stijging van de netto kosten
• Verborgen kosten
Overgang naar een variabele
kostenstructuur
• Kosten vaststellen op basis van gebruik en het verplaatsen
van de vaste kosten naar de leverancier
• Grotere voorspelbaarheid van de kosten realiseren
Doorvoeren van proces en
arbeidsarbitrage
• Significante kosten besparingen en productiviteit en
efficiency verbeteringen
Dienst-
verlening
Toegang tot ‘best of breed’
• Toegang tot bewezen ideeën en oplossingen
• Verscherpen balans tussen technologie upgrades en kosten
efficiency
• Niet in slagen om de juiste service levels
te realiseren
• Klant/markt werking
• Beperkte of geen proces verbeteringen
gedurende de tijd
• Geplande verandering in service worden
niet gecommuniceerd aan gebruikers
• Concurrentie met andere klanten van
leverancier
• Toegang tot belangrijke management
bronnen
• Zonder de juiste governance kunnen
besparingen niet gerealiseerd worden
• Nieuw proces kan gevaar zijn voor
bestaande operaties en business
continuïteit
Upgrade en herfocus van kennis
• Verbeteren management kwaliteiten en medewerkers pool
• Mogelijk maken om als management te focussen op de core
business functies
Oplossen van operationele
service problemen
• Verbeteren operatie door gebruik van geavanceerde
kwaliteiten (bijv. geautomatiseerde processen)
• Realiseren van commerciële discipline voor dienstverlening
(externe v.s. interne dienstverlening)
Uitnutten van de kwaliteiten van
de leveranciers
• Toegang tot industrie best practices resulterend in hogere
efficiency en lage kosten voor het uitvoering
Implementatie van strategie• Realisatie van besparingsdoelen
• Eenvoudiger overgangsperiode met minimale downtime
Neem de tijd om tot een gedegen sourcingstrategie
te komen
Business challenges Business/IT strategy
IT Sourcing strategy IT Strategy
Internal and
external factors
Continuous cycle
— Sourcing objectives
— Sourcing model
— Detail strategy
— Implementation plan
— Business case
— Business focus (core / not core)
— Improve quality
— Actual sourcing experiences
— Standardise service delivery
— Increase financial flexibility
— Cost reduction
— …
Bron: KPMG
De componenten van een sourcing strategie
Service towers and preferred delivery options
Service tower Preferred
delivery option
Risks and attention points
A: Housing +
Hosting
Outsourcing Feasibility in terms of
changing the organization
C: Work place
services
Outsourcing Impact for every country has
to be detailed
D: Specific Business
Applications: SAP
Share service
Center
Preferred location has to be
determined
E: Specific Business
Applications: SAAS
No changes Complex demand / supply
organization
…
D1 D2 D3
T1 1 3 2
T2 2 3 1
T3 3 2 1
D1 D2 D3
T1 1 3 2
T2 2 3 1
T3 3 2 1
D1 D2 D3
T1 1 3 2
T2 2 3 1
T3 3 2 1
+
Sourcing objectives
— Maximize financial flexibility
— Reduction of operational IT focus and increase
focus on actual ICT demand
— Get access to more innovative and more
advanced service concepts
2
Preferred sourcing model
Define baseline
Detail strategy
— Selection approach
— Governance and
retained organization
— Impact & risks
— Business Case
Implementation plan
Sourcing strategy
Reasons
— Business focus
(core / non core)
— Improve quality
— Actual sourcing
experiences
— Standardize
service delivery
— Increase financial
flexibility
— Cost reduction
— …
Results
— Baseline (financial
and operational)
— Market insight
— Sourcing model
(scope, service
towers and delivery
options)
— Vendor model
— Governance impact
— Implementation plan
— Business case
Input for:
— Selection process
— Detailed Shared
Services
implementation plan
— Transition /
Transformation plan
— Benefits monitoring
Bron: KPMG
Sourcing ontwerpprincipes vormen de basis van
een gedegen sourcing strategie
Example of Principles:
▪ Client’s wants to minimize lock-in effects
▪ Client’s wants to minimize hand-overs/interfaces between vendors
▪ Client's preference is to use “ As a Service” delivery models as a
preference, with preference of SaaS opposed to PaaS, and PaaS opposed
to IaaS.
▪ Client’s preference is to:
▪ “subscribe” to IT services as opposed to “buy” them.
▪ “buy IT services as opposed to “build” them.
▪ Client’s preference is to use subscription based and pay-as-you go pricing
models.
▪ Client only wants to work with IT vendors that have a strong local footprint
▪ Client only wants to collaborate with top-tier IT suppliers (4000> FTE)
▪ Etc.
➢Guide consistent decision making
➢Link to the Business IT Enterprice/
Reference Architecture
➢Reduces complexity and degrees of
freedom in sourcing models
Condi-
tions
Examples of conditions:
▪ IT sourcing strategy decision comply with legal and regulatory
requirements
▪ IT compliance, IT strategy and policy making and Contract and
supplier management activities are always retained
▪ IT retained organization is centralized into one unit within the
client organization
▪ Client’s sourcing decisions will be based on a sound financial
appraisal based on a detailed business case
▪ Etc.
Bron: KPMG
Een sourcingstrategie wordt langs een aantal
stappen opgesteld
1. Define
Business
Objectives
2. Evaluate
Existing
Practices
3. Perform
Demand
Analysis
4. Conduct
Market
Analysis
5. Develop
Procurement
Strategy
6. Identify
Market
Approach
7. Develop
Contracting
Strategy
8. Define
Procurement
Channels
9. Evaluate
Governance
Structure
What are the
internal
customer
priorities?
What is the
established
sourcing
approach?
What is the
demand
profile?
What are the
existing
market
capabilities?
How will
demand be
managed
efficiently?
How will the
right supplier
be selected?
How will the
procurement
contract be
sourced and
structured?
How is the
most efficient
P2P process
determined?
What controls
are required
for consistent
execution?
Understand
BU objectives
Assess
procurement
history
Categorize
demand (e.g.
material,
service)
Understand
market
complexity
Evaluate
financial
implications
Evaluate
demand profile
Determine the
contract
structure (e.g.
Time and
Material)
Understand
contractual
requirements
Establish
principles &
procedures
Understand
expectations
(e.g. service
levels)
Evaluate
supplier
performance
Establish
demand
frequency
Evaluate
supply
availability
Assess and
understand
risk
implications
Understand
market
analysis
Establish
commercial
terms (e.g.
net30)
Access current
capabilities
(e.g.
eCatalogue)
Define RASCI
matrix
Ability to use
established
channels
Establish
demand
volume
Examine
supply
reliability
Evaluate in-
house storage
capabilities
Analyze
procurement
strategy
Determine
warranty and
guarantee
clauses
Evaluate
options to
meet SLA
Establish KPIs
Understand
demand
priority (e.g.
unplanned)
Evaluate
available
options (e.g.
RFP, bidding
process)
Establish legal
terms
Evaluate
critical factors
(e.g.
transaction
volume)
Agenda
1. Doelstellingen
2. Hoe stel je een sourcing-strategie op?
3. Business case en evaluatie
4. Dienstverleningsmodellen
5. Besluitvorming
6. Vragen
Begrip van de huidige kosten is cruciaal
Bron: Information Services Group
Outsourcing
Business case: belangrijke componenten
• Eenmalige investering (voor transformatie en transitie)
• Eenmalige kosten voor HR harmonisatie
• Financieringsconstructies? (=rente)
• Jaarlijkse operationele kosten – Gebaseerd op marktgegevens, bijv. benchmark.
• Resterende interne kosten, inclusief regie-organisatie
• Totale absolute besparing over outsouring periode
Uiteindelijk gaat het om een evaluatie van diverse
scenario’s tegen de doelstellingen
Rapid and sustainable IT spend reductions
1
Achieve optimal service level at lowest cost possible
2
Reduce complexity by standardization to support global business operation
3
Ability to adopt
strategic moves
in the business,
volume changes,
and local needs
4
Scenario 1
▪ High variability of service quality
▪ Higher risk of not being able to carry out internal improvement
▪ Limited resources
▪ Present but sub-scale
▪ Heavy lifting required to establish global operations
▪ Strong understanding of business needs
▪ Higher ability to meet local needs
Scenario 2
▪ Consistent service level during transition and steady state
▪ Lower risk of not carrying out improvement
▪ Strong change management
▪ Significant scale
▪ Proven track record for global operations
▪ Limited company-specific business understanding
▪ Higher capability to adopt to change of volume and business changes
Scenario 3
▪ Inability to measure end-to-end service
▪ Complex interfaces
▪ Higher competitiveness
▪ Present but varied scale
▪ Complex to establish global operations and end-to-end SLAs
▪ Limited company-specific business understanding
▪ Easiest to switch supplier
Criteria
Capabilitiesto capture
Low
NPVIndex
Capabilitiesto capture
High
NPVIndex
Capabilitiesto capture
Medium to high
NPVIndex
70100 90
Bron: Information Services Group
Agenda
1. Doelstellingen
2. Hoe stel je een sourcing-strategie op?
3. Business case en evaluatie
4. Dienstverleningsmodellen
5. Besluitvorming
6. Vragen
Opties dienstverleningen
Transactional Knowledge-based
Specific
(site, unit)
Generic
(company-wide)
Adding Value
Rela
tio
nsh
ip t
o t
he
Bu
sin
es
s
Service Delivery Model Framework
Outsourcing/SSC
Local services
• Activities are restricted to a
specific location by practical,
language or legal constraints
Business partner
• High-value adding
activities, which support the
local business and require
local presence
Factory
• High volume and
standardized activities, which
can be documented and
execution can be independent
from the business
Centre of Excellence
• Complex and high-value
adding activities, which
requires highly skilled
employees, but can be
performed centrally
Captive
Keuze uit verschillende leveringsmodellen,
afhankelijk van sourcingdoelstellingen
Option
Definition
Financial Model
Flexibility
Service
Talent
Risk
A captive is a wholly owned
centre set up by the parent
company, typically in a nearshore
or offshore location. Captives are
usually built from scratch and
take time and investment before
they produce the expected
savings.
Captive
Captive
Hybrid models are those which
fall outside the scope of pure
captive or outsource models. Two
potential models include:
• Build-Operate-Transfer (BOT)
• Joint venture (typically
minimum 51%)
Hybrid
BOT
Contracting out the operation to
an external service provider.
There are typically three options:
• Single Vendor
• Multi vendor with prime
integrator (PI)
• Multi vendor without prime
integrator
Outsourcing
Single
vendor
Multi
vendor
with PI
Multi
vendor
without PI
JV
Implementation
Cost
Operating Cost
Savings p.a.
NPV
Very Low
Suitability
Low
Suitability
Medium
Suitability
High
Suitability
Very High
Suitability Key:
€ 4-6m € 1-2m € 2-3m € 2-3m € 2-4m € 2-4m
20-25% 30-40% 40-50% 30-45% 40-60% 20-25%
€ 10m € 15m € 20m € 18m € 12m € 12m
Robotisering biedt een alternatief voor menselijke
arbeid; verliest offshoring relevantie?
• Robotisering biedt:
- kostenreductie
- Uitbreiding van bestaande
functionaliteit van applicaties
- Betere kwaliteit/minder fouten in
processen
- Automatisering van non-value
adding taken
- Nieuwe inzichten in proces data
• Sommigen zeggen: “De labor
arbitrage door offshoring wordt
verdrongen door robotics”
• Wordt outsourcing op termijn
vervangen door robotisering?
Bron: Deloitte publicatie “Automate this; The business leader’s guide to robotic and intelligent automation”
Agenda
1. Doelstellingen
2. Hoe stel je een sourcing-strategie op?
3. Business case en evaluatie
4. Dienstverleningsmodellen
5. Besluitvorming
6. Vragen
Besluitvorming
• Stakeholders
• Stuurgroep voor aftekenen sourcingstrategie
– Waar ligt de verantwoordelijkheid voor sourcing-strategie binnen
organisatie?
– Wie tekent later de eventuele contracten?
– Wat is de rol van business vs. IT?
• Personele aspecten
– Wat is het effect van de strategie voor de medewerkers?
– Op welk moment dient de OR te worden geïnformeerd? Wat is
rol OR bij besluitvorming
• Periodieke update van de strategie
Agenda
1. Doelstellingen
2. Hoe stel je een sourcing-strategie op?
3. “Make or buy”
4. Dienstverleningsmodellen
5. Business case en evaluatie
6. Besluitvorming
7. Vragen
Dank voor uw aandacht en
aanwezigheid.
