Outsourcing spend
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We chatted with Amy Fong for our next Procurement Leader Spotlight blog series. She told us about how she used her knowledge and experience as a practitioner earlier on in her career to land a role in procurement consulting. Amy has over twenty years of experience in consulting, research and advisory with a focus on sourcing, supplier management, and supply chain. Currently, Amy is the Vice President of Everest Group where she helps grow their offerings for sourcing leaders.
90-minute virtual roundtable on Wednesday, June 10, 2020, 11:00 a.m. – 12:30 p.m. ET
The COVID-19 crisis has forced organizations to reevaluate risks across locations and the supply base. Do you know where to start?
In this interactive session, we will discuss common risks in services sourcing across locations and service providers. We will cover tactics to measure and mitigate risk. Topics will include changes in approach to risk management during the COVID-19 pandemic.
Global services, procurement, VMO and outsourcing executives of enterprises wishing to learn more about locations and service provider risk management in services sourcing.
This session will help participants consider options to broaden their monitoring and mitigation activities related to location and service provider risk, and share experiences to date.
Vice President
Vice President
While there is no charge for these sessions, the price of admission is participation. These sessions are most successful when all attendees are prepared to share their experiences with colleagues at other enterprises.
In support of this objective, participation is limited to senior executives within enterprises (no service providers), and each attendance request must be approved by Everest Group to ensure an appropriate size and mix of participants. The 90-minute session includes introductions, a short presentation, and 60 minutes of facilitated discussion.
PO BPO vs. MSP: Clash of the Titans
Spend on third-party services is huge and growing, bringing attention to the need for better spend management capability.
Enter the titans of third-party services spend management – contingent workforce MSPs and Procurement Outsourcing BPOs. Given their history and expertise, these types of service providers are well-positioned to help manage this spend, but they have varying capabilities that are vital to understand when choosing between them.
Procurement has come a long way from the 1980s, when it was simply a transactional function, up until today, when talk of artificial intelligence, blockchain, RPA, process mining and rapid self-service are all the rage.
This digital conversation is having “a major impact” on the role of procurement, just like all other functions, says Pierre Mitchell, one half of the “CRO-to-CRO” discussion pairing we’re spotlighting with a series of videos over the next few weeks.
Recently, Mitchell, chief research officer of Spend Matters, had a chance to sit down with his old friend and former colleague Michel Janssen, chief research guru of Everest Group, a research and management consulting firm based in Dallas, Texas.
Read more in Spend Matters
Spend on third-party services is huge and growing, bringing attention to the need for better spend management capability.
Enter the titans of third-party services spend management – contingent workforce MSPs and Procurement Outsourcing BPOs. Given their history and expertise, these types of service providers are well-positioned to help manage this spend, but they have varying capabilities that are vital to understand when choosing between them.
A new report from Texas-based research firm Everest Group analyzes the factors contributing to suboptimal direct spend management.
The report — “Is It Time to Outsource Direct Spend Categories?” — aims to provide a process for enterprises to begin changing their approach to direct spend management.
In recent decades, Everest Group explains, the procurement function has evolved as enterprises have streamlined their processes for buying goods and services.
Disruptive technologies enable dramatic new ways of doing work and delivering value to customers. Understandably, companies are rushing to implement disruptive technologies to change their business so that they can better serve their customers, employees, partners with new value and lower their total cost of ownership. Achieving this goal necessitates assembling a digital platform. However, few companies have the resources to build and maintain a platform alone, so they need to contract with third-party service providers. Here’s the problem: the classic procurement approach for third-party services doesn’t work with digital transformation.
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