style .st0{filter:url(#Adobe_OpacityMaskFilter);} .st1{fill:url(#SVGID_2_);} .st2{display:none;mask:url(#SVGID_1_);} .st3{display:inline;} .st4{fill:#B6B8BD;} .st5{fill:#848388;} .st6{fill:#808184;} .st7{fill:#404041;} g defs filter(id="Adobe_OpacityMaskFilter" filterUnits="userSpaceOnUse" x="142.3" y="138.7" width="282.2" height="332.6") feFlood style="flood-color:white;flood-opacity:1" result="back" feBlend in="SourceGraphic" in2="back" mode="normal"/> mask(maskUnits="userSpaceOnUse" x="142.3" y="138.7" width="282.2" height="332.6" id="SVGID_1_") g(class="st0") linearGradient(id="SVGID_2_" gradientUnits="userSpaceOnUse" x1="291.2026" y1="579.7699" x2="291.2026" y2="123.2335") stop(offset="0" style="stop-color:#000000") stop(offset="0.1996" style="stop-color:#444444") stop(offset="0.4149" style="stop-color:#868686") stop(offset="0.6105" style="stop-color:#BABABA") stop(offset="0.7794" style="stop-color:#DFDFDF") stop(offset="0.9149" style="stop-color:#F7F7F7") stop(offset="1" style="stop-color:#FFFFFF") rect(x="85.1" y="123.2" class="st1" width="412.2" height="456.5")
style .st0{filter:url(#Adobe_OpacityMaskFilter);} .st1{fill:url(#SVGID_2_);} .st2{display:none;mask:url(#SVGID_1_);} .st3{display:inline;} .st4{fill:#B6B8BD;} .st5{fill:#848388;} .st6{fill:#808184;} .st7{fill:#404041;} g defs filter(id="Adobe_OpacityMaskFilter" filterUnits="userSpaceOnUse" x="142.3" y="138.7" width="282.2" height="332.6") feFlood style="flood-color:white;flood-opacity:1" result="back" feBlend in="SourceGraphic" in2="back" mode="normal"/> mask(maskUnits="userSpaceOnUse" x="142.3" y="138.7" width="282.2" height="332.6" id="SVGID_1_") g(class="st0") linearGradient(id="SVGID_2_" gradientUnits="userSpaceOnUse" x1="291.2026" y1="579.7699" x2="291.2026" y2="123.2335") stop(offset="0" style="stop-color:#000000") stop(offset="0.1996" style="stop-color:#444444") stop(offset="0.4149" style="stop-color:#868686") stop(offset="0.6105" style="stop-color:#BABABA") stop(offset="0.7794" style="stop-color:#DFDFDF") stop(offset="0.9149" style="stop-color:#F7F7F7") stop(offset="1" style="stop-color:#FFFFFF") rect(x="85.1" y="123.2" class="st1" width="412.2" height="456.5")
style .st0{filter:url(#Adobe_OpacityMaskFilter);} .st1{fill:url(#SVGID_2_);} .st2{display:none;mask:url(#SVGID_1_);} .st3{display:inline;} .st4{fill:#B6B8BD;} .st5{fill:#848388;} .st6{fill:#808184;} .st7{fill:#404041;} g defs filter(id="Adobe_OpacityMaskFilter" filterUnits="userSpaceOnUse" x="142.3" y="138.7" width="282.2" height="332.6") feFlood style="flood-color:white;flood-opacity:1" result="back" feBlend in="SourceGraphic" in2="back" mode="normal"/> mask(maskUnits="userSpaceOnUse" x="142.3" y="138.7" width="282.2" height="332.6" id="SVGID_1_") g(class="st0") linearGradient(id="SVGID_2_" gradientUnits="userSpaceOnUse" x1="291.2026" y1="579.7699" x2="291.2026" y2="123.2335") stop(offset="0" style="stop-color:#000000") stop(offset="0.1996" style="stop-color:#444444") stop(offset="0.4149" style="stop-color:#868686") stop(offset="0.6105" style="stop-color:#BABABA") stop(offset="0.7794" style="stop-color:#DFDFDF") stop(offset="0.9149" style="stop-color:#F7F7F7") stop(offset="1" style="stop-color:#FFFFFF") rect(x="85.1" y="123.2" class="st1" width="412.2" height="456.5")

Become a champion of your industry

Services and Competencies for a business in a changing world

Become a champion of your industry Services and Competencies for a business in a changing world

Werden Sie zum Champion Ihrer Branche

Leistungen und Kompetenzen für ein Business im Wandel

Werden Sie zum Champion Ihrer Branche Leistungen und Kompetenzen für ein Business im Wandel

Sourcing

In many companies, the IT organizations have to face various operational and strategic challenges:

  • Availability of current services
  • Design and sourcing of future services and products, especially with regards to digitization and the use of artificial intelligence
  • Maintaining data availability and integrity for legacy systems and new systems
  • Changing requirements and priorities of the business in IT projects
  • Compliance with financial requirements
  • Information security
  • Compliance with legal and regulatory requirements

In order to meet these different and changing requirements, a corresponding IT organization is required, which has the necessary ability to adequately maintain the services and products over the entire life cycle. This life cycle encompasses the specification of the services, the selection and procurement of the necessary products and services up to the design of the appropriate management and its optimization. Success and failure can lie close together, especially in very complex service and product landscapes. In the future, the complexity will continue to increase, especially with regard to the increasing digitizationn of business processes and the use of artificial intelligence.

HDP advises its clients along the entire lifecycle and enables the IT organization to deploy the required methods and knowledge in a target-oriented manner.

The starting point of the entire sourcing process is, after the customer's current situation has been jointly recorded, the sourcing strategy, which, if available, is reviewed with the client or created in cooperation with HDP. The objective is to put sourcing on a solid footing and to base it on strategically sound guidelines, which are not least derived from the corporate and IT strategy. At this point, HDP can rely on proven frameworks that enable both a review and an efficient development of the sourcing strategy that is appropriate to the scope of the sourcing project. When companies have made the decision to outsource IT services, the question of the right partner or partners arises. With experienced consultants, HDP advises companies on developing the appropriate sourcing strategy and implementing it subsequently. (Link to Top Subject Sourcing Strategy)

At this stage, companies are usually confronted with a provider landscape that is confusing and hard to overview for them and which is also subject to continuous change. HDP supports its clients in the selection process of their future contract partner or partners in all phases and supports them continuously from the identification of possible providers to the preparation of all tender documents to the negotiations and finally the signing of the contract.

In all phases, our clients can benefit not only from our methodology and our well-proven document framework, but also particularly from the know-how of our consultants concerning these selection processes and the knowledge of possible pitfalls.

Depending on the client’s situation and the subject of the tender, HDP offers either the classic, widely known model of requirement-based sourcing or the new market-based approach for the selection of suitable providers, which is presented below:

Market-based Sourcing

The market for IT services has changed in recent years. In this context, the drivers were and still are cloud services, which make up an increasingly large proportion of IT operating models. This goes hand in hand with increasing standardization of service provision on the part of service providers as well as standardization at product level with the aim of increasing operational reliability and interoperability. Providers are increasingly reluctant to offer customer-specific deviations from these established standards.

At the same time, HDP is observing that the market situation is shifting towards the providers, which is not least reflected in the increasingly selective participation of the providers in tenders. In other words, if, for example, anticipated contract volumes are small or the specification of services are not in line with the typical delivery models, it may be difficult to find suitable service providers. Classic tendering models, in which detailed service specifications or statements of work are put out for tender based on the specifications of the client and which force the providers into a tight corset when performing the service, are therefore no longer suitable under the circumstances described.

This is why HDP offers - in addition to the “classic” requirement-based sourcing - a market-oriented model of sourcing.

The market-based sourcing is characterized by:

  • The definition of requirements for services to be provided instead of statements of work or detailed RACI matrices.
  • The implementation of provider workshops in which possible solution concepts, advisory quality and the ability to innovate as well as communication skills are evaluated.
  • The preparation of the tender documents based on the discussions in the provider workshops.
  • The selection of the tender participants based on their aptitude demonstrated in the workshops
  • Orientation towards standards, including the use of service providers' statements of work.

In particular, through the early involvement in the sourcing process, the service providers are directly integrated into the process of service definition, which offers several benefits:

  • Clients benefit from standardized delivery models and innovations from service providers.
  • Clients can evaluate client orientation and cooperation with the service providers very early in the sourcing process.
  • A significantly higher level of acceptance and willingness to submit an offer is generated on the provider’s side.
  • The service providers can point out the differences to the competition much more strongly.
  • Clients can participate in the economies of scale of the service providers via the standardized delivery models, which results in reduced costs in outsourcing.

In order to actually realize the potential and benefits of the market-based sourcing, a systematic and stringent approach is required, flanked by a continuous project management that controls the cooperation of the project participants and also involves the relevant stakeholders outside of the project.

  • Service requirements and prerequisites

At the outset, the requirements for future services are defined together with the client. The defined requirements reflect the needs from the business as well as from IT itself.

As a result, the framework for the sourcing project is completed, which comprises in particular an adopted sourcing strategy, a rough target picture (FMO) and requirements for future IT services.

A central element of the innovative market-based sourcing is the careful provider identification and integration. This takes place very early in the sourcing process. Essential for this phase are provider workshops, in which the possible solution concepts that the providers have drafted based on the requirements provided are discussed. The result of the provider workshops is a common understanding between the client and the providers, a specified target picture, sharpened requirements and validated service descriptions. In this way, gross deviations between the specifications of the client and the offers of the providers can be significantly reduced.

The prerequisite for the success of the workshops and maximum benefit, especially for the client, is a targeted pre-selection of suitable service providers. With its extensive market knowledge, HDP can provide valuable support to narrow down the group of companies in question. HDP can draw on  an extensive amount of information on providers in its own database, which contains general information about the providers (such as certifications, partnerships / networks / alliances, dedicated contacts) and information about their services (standard services, USPs etc.) as well as well documented experiences of HDP with the providers

 

  • Tendering

The knowledge gained in the provider workshops is then incorporated into the actual call for tenders, which forms the starting point of the next phase.

The creation of detailed tender documents is one of the main activities in this phase. But how should a tender be designed so that the client receives high-quality offers and the best-suited service provider for the client can be found? How should tender documents be created, which legal aspects have to be observed, how can compliance requirements be met?

HDP has the answers to all of these questions and, in this phase, can draw on a document framework that has proved to be successful in a variety of projects. The framework contains the documents with technical descriptions as well as the necessary legal contracts (drafts) and accompanying documents. In order to ensure efficient negotiations with the possible partners later, the legal framework should already be specified in this phase. HDP can lay the foundations here with the appropriate master agreements.

Understandable tender documents are the prerequisite for good and suitable offers from the service providers. However, further steps are necessary to narrow down the number of providers: Offers have to be evaluated, strengths and weaknesses of the providers have to be  identified and risks have be assessed. With standardized tools that can be adapted to the individual situation, but especially with consultants who ask the right questions, HDP can take the decisive steps forward for its clients in tender management and identify the right service providers for the following phase "Contracting".

  • Contracting

For a successful partnership on an equal footing between service provider and client, a precise mutual understanding of the IT service to be provided and an exact description of the individual services are important.

Subject-specific topics, commercial factors and legal aspects are usually relevant for a precise understanding. The topics mentioned - especially in combination - offer plenty of room for ambiguity and thus often cost uncertainty in the future customer-supplier relationship.

With a structured process, HDP supports its clients in eliminating these ambiguities and lays the basis for a proper contract.

Our consultants prepare and moderate technical and commercial workshops with the participating bidders and document the results of the workshops. Additional subject matter experts from HDP can be consulted at any time for special topics. HDP can also support legal negotiations with consultants with extensive legal expertise.

Throughout the entire process, our clients can rely on the ability of our consultants to systematically deal with all critical issues and clarify them in the interest of the client, so that the result is a contract that forms the basis for a clearly regulated and, at the same time, partnership-based cooperation with the service providers.

 

Transformation

Once the new services have been defined and the service providers have been identified, the phase of the transformation and, if the service providers change, a transition begins.

From many years of experience and many such projects, HDP knows the pitfalls of this phase very well and can help its clients sustainably with the successful implementation.

In doing so, we make sure that natural conflicting goals between the expectations of our clients (higher service quality, flexibility and minimization of costs) on the one hand and the service provider (standardization, economies of scale) on the other hand are considered and resolved throughout the transition and transformation projects.

We are not only available to our clients in an advisory and controlling manner. On request, we can also take on practical tasks in the service organization or the provider management to drive the operational transformation forward.

The success of the transition and transformation essentially depends on active risk and quality management. From the start, HDP supports the entire route to the goal using proven procedures and practical tools, especially on the individual stages in everyday project work.

The basis for identifying potential risks is transparency about the initial situation, contractual agreements with the providers and the defined target picture, which is systematically generated with the help of HDP frameworks. Once the risks have been identified, tailored, appropriate mitigation measures are defined and their implementation actively promoted together with all those involved.

The active implementation of risk and quality management is usually embedded in the project-specific program or project management framework. In addition to the defined types of results, the focus is placed on the risks and qualities of procedures in the project itself as well as the necessary measures for change and communication management to involve the relevant stakeholders.

The practical implementation is based on sound methods, such as ISO 31000 Risk Management, DIN SPEC 1041, PRINCE2® and ITIL®.

The implementation is supported by HDP employees who have many years of experience in management and consulting.

eitern.