4. Demand organisation is typically established when supporting processes are delegated to a separate business unit (e.g. shared service centre) or third party (outsourcing).
5. In the demand organisation activities are executed to manage the supply side (internal/external suppliers) as well as the demand side (business).Shared support organisation or external suppliers Business Intermediary Business unit IT process Demand organisation Business unit Finance process Business unit Procurement process Supply management (external SLA’s) Demand management (internal SLA’s) Business unit ... process A good structured Demand Organisation guarantees the right level of service, quality and costs in accordance with business requirements by maximising the benefits and minimising the risks.
8. The combination of different sourcing options (Hybrid; SSC and BPO) will increase in the coming years
9. Most important reason for companies to outsource is to reduce cost, penetration of new markets, reduce cycle times, increase customer service, access to innovation and reduce logistics cost
10.
11. About 60% of all customer organisations is in a insufficient extent satisfied on their suppliers
12. Directing or professionalising their demand organisation is mentioned by 80% of companies to be most important element for improvement. For 53% of the organisations it has real priority
13. The mean score that organisations give their demand organisation is a 6 on a scale from 0 to10 [Source: Morgan Chambers, 2008]
14. Organisations interpret the demand organisation differently, leading to large differences in the design[Source: Capgemini, 2009]Business process outsourcing 3 Shared service Centre 2 Cost savings Internal provision ofservice 1 Degree of maturity
15.
16. A major cause of sourcing dissatisfaction and failure is the assumption that a few people acting just as ‘liaison officers’ can manage complex sourcing relations
25. Most companies have to professionalise their own organisation for governing the relationship to achieve the best from their outsourcersdemand for specialised services supply of highly standardised services The demand organisation has to balance demand and supply
71. Phase 2: Describing the future processes and operating procedures incl. pilot - design of ICT, Processes, Personnel and Organization; and, Migration preparation
72.
73. Used extensive global experience in establishing shared service establishment, process re-engineering and SAP implementation to effect an ideal solution for the client
76. Develop and implement new business processes and rationalize existing services in order to enhance operational efficiencies and leverage new technologies
![A significant proportion of an organisation’s value is created by outsourced processes and should get the right management attention Value leakage during operations Increase in outsourcing initiatives - more organisations focus on their core Shift from outsourcing standard operational activities towards outsourcing complex (complete) processes Agility and time-to-market are more important drivers in today’s volatile and rapidly transforming global market Role of the supplier is increasing Introduction Directly after the outsourcing deal is settled, the expectations are met, …however after 3 years the benefits of outsourcing decrease and value leakage is increasing: Dissatisfied internal clients on delivered services Perceived loss of quality Unsustainable contract terms Lack of control or coordination Battle for talent and retaining knowledge Measures to make changes in control and governance often fall short Conventional 1-on-1 customer-supplier relation Network of internal and external demand-supply relations ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)