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Outsourcing

 
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IACCM Council Representatives
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The IACCM Outsourcing Network

The purpose of the Outsourcing Network is to provide its members with insights to new trends and emerging practices in the fields of outsourcing as they relate to contracting, commercial and relationship management.  While these will be in the context of the outsourcing  domain, they will draw from knowledge and ideas that are current and relevant in other domains and across all IACCM membership sectors. A key goal is to improve the performance of contracts and relationships in the outsourcing sector.

The objectives will be met by sharing ideas, discussing challenges, exploring new directions and, where appropriate, initiating research or inviting experts to present on key topics related to contracting, commercial and relationship management in the outsourcing domain.

Meetings will be virtual (by phone or webinar) unless in specific cases there is an agreed wish to have physical meetings or workshops to develop specific initiatives.

Group Mission/Vision:

Provide its members with insights to new trends and emerging practices in the fields of contracting, commercial and relationship management related to outsourcing.

 
 
Network Updates

NPS as a service level

I've recently been asked to explore introducing a new service level to measure our employees' NPS rating of one of our technology suppliers. Given NPS is a subjective measure the supplier has verbally indicated to me that they would be reluctant to agree to introducing it, and I tend to agree with their position. Does anyone have any experience with using NPS as a service level, or used some other form of customer satisfaction metric? Or is this sort of metric best reported elsewhere? Appreciate any thoughts or suggestions from the IACCM community.

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ADVICE NEEDED: difficult contract management position - customer & shareholder contracts

Hi, My company outsources key services to another company (Company X). However, we also own a portion of Company X as it was set up as a joint venture. I am the contract manager for the services Company X provides to us (I'm the customer). I am also the contract manager for the services my company provides to Company X, as part of the joint venture. I find this position very difficult and would like to build a strong case for hiring another manager to take one of the contracts. Are there any principles in IACCM I can use to help build this business case? Any advice/recommendations would be greatly appreciated, Thanks

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On boarding of vendors for As a Service offering

Hi There, does anyone have a governance /framework for on boarding "as a service" vendors ? What stand outs that are different compared to the "normal" vendor on boarding.? What if there are a number vendors services in the one particular "As a service" offering ? How is this handled for onboarding? How does this differ from Service integration and Management (SIAM) from a vendor management perspective? Any feedback would be appreciated

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Network Members