A successful multisourcing strategy is consistent with the goals of the organisation and is implemented with the required governance. The benefits should include a consolidated vendor landscape, consolidation of activities in low cost destinations, ongoing savings, optimised processes and reduced transaction costs.
See Best Practices for firms preparing for multisourcing on www.trestlegroup.com.
Multisourcing is ultimately the optimisation of activity management. A robust multisourcing strategy will incorporate the following components:
• Strategy, governance & stakeholder commitment
• Relevant geographic footprint
• Coordinated allocation of activities (internal and external)
There are significant advantages that can be achieved by developing a multisourcing strategy that is consistent with the goals of the organisation and is implemented with the required governance. Organisations will find that a successful transition will ultimately provide more flexibility as processes are optimised and consolidated.
Steady work that can be planned over longer periods of time is most favorable for captive centers. On the other hand, vendors with a deep bench can best absorb variable activities with significant peaks and valleys.
PowerPoint presentations and business cases are only the beginning. Get the governance right, gain the support of the critical influencers in the organisations and develop a robust implementation plan. Measure your progress throughout the transition and do not tolerate unmet service level agreements / key performance indicators.
Additionally, implementing a multisourcing strategy requires an investment in change management. If there are any doubts, speak with organisations that have recently gone through such complex transitions. Detailed information and best practices how you get multisourcing right you find under publication on: www.trestlegroup.com.
