The Role Of Health Checks In Global Sourcing Programs
How do you measure the success of your globalization initiatives?
Are your global operations highly productive?
Is your globalization program being managed efficiently?
Whether your global delivery is an internal function or delivered by a third party provider, having a clear understanding of the current performance of your sourcing program will enable you to develop a clear path for growth and continued improvement. Without a baseline, there’s no reference point to gauge whether you’re moving forward, backward, or standing still.
This Neo Insights shares a comprehensive Health Check and Readiness Assessment model that outlines the key factors to consider and how to measure them effectively. It reveals what’s working and what isn’t, and why, reveals satisfaction levels, and identifies potential risks to growth and scalability.
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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.