Over the course of a typical five-year contract, significant shifts and changes occur in the global sourcing environment, such as opening up of new destinations, emergence of new vendors, introduction of new services, development of new methods and tools, innovative platforms and technologies, evolution of new engagement and pricing models, and so on. In addition, organizations themselves experience profound change in such areas as business processes, organizational structure, business strategy and competition. Consequently, when a services contract is due for expiration or renegotiation, organizations have a timely opportunity to fully review their sourcing model and re-align sourcing strategies with their business.
This Neo Insights examines the 3 stages of an effective sourcing contract renegotiation process: Discovery, Impact Analysis and Execution. The framework evaluates the current and emerging global sourcing environment, as well as the current strategy and functional needs of an organization in order to offer concrete recommendations that will re-align sourcing strategies with strategic business goals.
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About the Author: Hemant Puthli
Hemant brings over 25 years of experience in Management Consulting and IT Services. At Neo Group, Hemant leads key engagements globally and works with clients to assist them in the...
Hemant brings over 25 years of experience in Management Consulting and IT Services. At Neo Group, Hemant leads key engagements globally and works with clients to assist them in the development of outsourcing strategies and governance models. The scope of work typically includes (among other things) comprehensive RFP cycles and proposal evaluation iterations, which involves evaluation visits to the facilities of incumbent service providers as well as new bidders around the world.
Prior to Neo Group, Hemant worked as Vice President/Director for various Deloitte entities in India. Initially, as Head of Operations and Infrastructure for the captive center of Deloitte (the US firm) in Mumbai, he was responsible for the planning and build-out of a 50,000 sq. ft. facility in the suburbs of Mumbai with a capacity of 550 seats starting from a ‘raw shell’ at the premises. This involved working with architects and interior designers on one hand, and Deloitte US facilities and infrastructure (including IT infrastructure/ data center/ network) teams to deliver a world-class facility that surpassed Deloitte standards – all within a record time of 90 days and well within budget. Hemant was also responsible for the organizational design, recruiting and staffing of key support functions for the Mumbai captive center. Under his leadership, the recruiting team went on to ramp-up the headcount to about 600 technical resources in a period of 1 year, while the procurement and staffing team built relationships with key external providers for ad-hoc staff augmentation requirements.
After the captive center in Mumbai was fully built out and staffed, Hemant then went on to lead the Oracle and Siebel Practices for the US firm’s captive operations in India, spanning the Mumbai and Hyderabad Centers – a total team strength of 300 resources performing software development and customer support roles for top-tier clients of the US firm.
Hemant later served as the CIO for Deloitte Touche Tohmatsu Pvt. Ltd. (the Deloitte firm in India) and was responsible for the entire IT management organization supporting the Indian operations of the firm serving Indian clients.
Other organizations where Hemant has worked include:
• The RPG Group (a large diversified Indian business group), where he was CTO for group companies in the entertainment sector
• Pricewaterhouse Coopers (PwC), where he was Principal Consultant in their Strategic Change Practice, serving clients in telecom, financial services and other industry sectors
• Bombay Stock Exchange (BSE), where he was Program Manager and Chief Architect of the BSE On-Line Trading (BOLT) system
• Cadbury (India), where he was an application software engineer.