STEVE PHILLIPS VBPD Virginia Youth Leadership Forum Personal Leadership Plan Class of 2007
Successful Outsourcing March 2008 Steve Phillips Chief Information Officer
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Transcript of Successful Outsourcing March 2008 Steve Phillips Chief Information Officer
Putting our imprint on technologysince 1921.
A c c e l e r a t i n g Y o u r S u c c e s s ™
Successful Outsourcing March 2008
Steve PhillipsChief Information Officer
A c c e l e r a t i n g Y o u r S u c c e s s ™
FY07 Revenue $15.68B• Incorporated in 1955 – NYSE: AVT 1960– June 30 fiscal year end
• ~ $6B market cap
• ~ 12,000 employees
• 73 countries
• Enabling Success from the Center of Technology™– Electronic components
• Avnet Electronics Marketing (EM)– Computer products
• Avnet Technology Solutions (TS)
TS38%
EM62%
Amer50%
EMEA31%
Asia19%
About Avnet
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 1: Making the Decision to Outsource
Benchmark first.
Where do we stand amongst
• similar companies in the industry?
• cross-regional internal
teams?
How do internal cost/service levels compare with potential third-party partners?
Actual Avg Pctl 25 Pctl 75
Client Help Desk LAN WinTel Unix
Mainframe
VPT WAN WAV
Cost
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 1: Making the Decision to Outsource
Consider offshoring to yourself.
• Take advantage of skills and cost efficiencies at overseas sites
• Employees benefit from same training, development and career opportunities
• Develop clear communication channels and project documentation methodology
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 2: Identifying a Partner
• Involve them in the decision-making process
• Explain what, when and why
• Be candid; stop the rumor mill
Talk to your team.
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 2: Identifying a Partner
• Can save you money and help negotiate a fair contract
• Outsource specialists: TPI, Morgan Chambers/Equa Terra
Hire a consultant.
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 3: Negotiating the Contract
Negotiate based on cost, but decide based on quality and people.
Allow your partner to make a reasonable profit.
• Avoid change-orders and/or poor service by negotiating a reasonable profit for your partner
• Consider open-book accounting
• People matter: handpick the outsource team
• Key players: outsource leader and in-house team leader assigned to project
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 3: Negotiating the Contract
Make a detailed SLA.
Plan for the end at the beginning.
• Include measurements of success that map to business objectives
• Guiding principle:
Provided service must be at lower cost and higher level of service than existing service
• Get a “prenup” in writing
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 4: Maintaining a Healthy Relationship
Even if you outsource it, you own it.
• Set priorities and stay in charge of the process
• Get updates from your team
• Provide political cover
• Give your partner feedback
A c c e l e r a t i n g Y o u r S u c c e s s ™
Step 4: Maintaining a Healthy Relationship
Use an independent company for quality assessment.
• Unbiased view of both in-house and outsource teams’ performance
• Motivation to get things done right the first time
A c c e l e r a t i n g Y o u r S u c c e s s ™
Summary
Action Plan
Determine Where You StandBenchmark first.
Consider offshoring to yourself.
Identify a PartnerTalk to your team.Hire a consultant.
Negotiate a ContractAllow your partner to make a profit.
Place quality before cost.Plan for the end at the beginning.
Iron-clad SLA.
Maintain a Healthy RelationshipGet independent QA.You own the results.