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hese inputs to the supplier, they often don't give them the level of detail and thought that is actually required.
The scope targets must define which processes are indeed in-scope. This should be the buyer's decision, although the supplier can offer alternatives through appropriate mechanisms. Additionally, the buyer must dictate the level of precision the supplier must use to establish its roles and responsibilities in the outsourced process for the proposed pricing. For example, requiring a supplier to develop a responsibility matrix for the proposed solution can help quickly delineate the critical responsibilities of both the buyer and supplier, thereby allowing the buyer to understand which activities it would retain or lose and the financial impact of each.
Additionally, the buyer must insist that the supplier's proposal detail the metrics used to measure the success of the proposed solution. Forcing the two parties to agree upon the specific metrics provides clarity.
A sole source approach will not be the best solution for every organization; however, it can be a viable approach in the right situation. Buyers must weigh many factors, including the supplier's ability to meet the buyer's specific needs - either with an off-the-shelf service or a custom-tailored solution. Other factors include strength of current relationships, the scope of the required services, the ability of the supplier to provide new services over time, and acceptance of sole sourcing
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